Mitsubishi Logistics
Environmental and Social Report2012Editorial Policy

Contents

The Mitsubishi Logistics Group (“the Group”) has issued

Editorial Policy and Contents

1

this Environmental and Social Report each year since

Top Message

2

fiscal 2007 to fulfill its accountability about the effects ofIntroduction of Businesses4

its business activities on society and the environment.
To disclose the goals, details and achievements of its
CSR activities from the perspectives of the Group’s CSR

Promotion of CSR

management, this Report precisely describes the

Manifestation of The Three Principles of Mitsubishi’s Business Management
Philosophy and the Code of Conduct, etc.

promotion of CSR as well as each of the seven core

Emphasis on communication

subjects explained in the “Guidance on social

Confirmation of major CSR activities

responsibility”, in an easy-to-understand manner.
This Report has been prepared in accordance with
the Guidance on Social Responsibility (ISO 26000, JIS Z
26000). ISO 26000 is a global standard for CSR

Organizational Governance
Promoting the realization of our corporate philosophy and strategies; Review ofgoals, standards, etc.; Entrenchment of the compliance of standards, etc.; andConfirmation of the implementation of action plans

formulated by the International Organization for

Human Rights

Standardization (ISO).

Improvement of awareness of human rights

Boundary of the Report and Reporting Period

Respect for labor-management relations; Employment and the importance ofthe employment relationship; and Rewarding and friendly working conditions

Corporation (“the Company”) and its group companies.

Ensuring the safety of workers

Reporting Period: This Report covers our business activities for

Human resource development and training

comprehensive disclosure, however, certain relevant information

The Environment

regarding events that occurred prior to and/or after this period

Reduction of CO2 emissions as a measure for reducing climate change

have been included.

Use of renewable resources
Contribution to the recovery of the eco-system

Publication Date
August, 2012

Reference Guidelines
JIS Z 26000: 2012 (Guidance on Social Responsibility)
ISO 26000: 2010 (Guidance on Social Responsibility)
Ministry of the Environment: Environmental Reporting Guidelines(Fiscal Year 2007 Version)
Global Reporting Initiative (GRI): Sustainability Reporting
Guidelines 2006

Contacts for Inquiries Regarding the Environmental and Social Report
CSR Compliance Team, General Affairs Division, Mitsubishi

12

13

Labor Practices

Boundary of the Report: The Report covers Mitsubishi Logistics

the period from April 1, 2011, to March 31, 2012. To ensure

6
9
10

14
16
18

21
25
26

Fair Operating Practices
Prohibition of unfair advantage in competition and promotionof fair and open competition

28

Consumer Issues
Provision of socially and environmentally beneficial high-quality services
Promotion of disaster measures to maintain service functions

29
30

Community Involvement
and Development
To help solve the community’s issues and contribute to thecommunity’s cultural activities
Contribution to the community’s health services
Contribution to community through donations, etc.

Company Profile

33
34
35

Logistics Corporation
Tokyo Dia Building, 28-38, Shinkawa 1-chome, Chuo-ku, Tokyo
104-0033, Japan
TEL: +81-3-6705-6511

You may view some of the relevant data presented in this Report on
Mitsubishi Logistics’ Web site.
<Web HOME> CSR http://www.mitsubishi-logistics.co.jp/csr/

FAX: +81-3-6705-6503

Mitsubishi Logistics

Environmental and Social Report 2012 1

Mitsubishi Logistics Group focuses on global
environment-friendly activities and engages in sincere
and fair business activities, contributing to therealization of an affluent and sustainable society.
Introduction
Mitsubishi Logistics continues to uphold its corporate
philosophy, which states, “Engage in sincere and fairbusiness activities to secure stable profits andpromote steady growth, appropriately compensating
our stakeholders while contributing to the realization of
an affluent and sustainable society.” To realize thiscorporate philosophy, the Group has stipulated theCode of Conduct.
Our Group companies work in cooperation to carryout our logistics business both in Japan and aroundthe world, organically and comprehensively managing
each business area through our information network,
starting with our core warehousing business, andincluding overland transportation, port and harbor
operations, and international transportation. Our realestate business, focusing on leased buildings
constructed on company-owned property. As Japan isa country of highly limited resources, the involvementof our logistics operations in every industry
countrywide provides a key function in the economic
foundation of Japan as a highly public social
infrastructure not only in peacetime but also in case ofnatural disasters or other emergencies. We continue to

Tetsuro Okamoto
President

make the utmost effort to support the daily lives ofpeople everywhere and the business activities of ourcustomers by demonstrating our service function at
every level of product procurement, production andsales.

Last Year of the Management Plan
(2010–2012)
The current fiscal year is the last year of theManagement Plan (2010–2012), which started in April
2010. Given the increasing tendency toward

2 Mitsubishi Logistics

Environmental and Social Report 2012decentralization in the global economy with a shift

appropriate corporate information, promoting andfrom the previous overconcentration on the United

resolving environmental issues, and providing safe,

States to the inclusion of Europe and the emerging

quality and socially useful services. To instill thisnations such as China and the protracted deflationary

stance in every Mitsubishi Logistics employee andeconomy in Japan, this plan is designed to pursue

execute improvements in our daily business activities,

growth potential in overseas businesses while basically

we have clarified that we aim to be an enterprise that

ensuring profitability in the domestic businesses. In thepractices CSR management in the management planmanagement plan, the Group is requested toas described previously and promotes thoroughappropriately respond to the long- and medium-term

awareness of our social responsibilities bychanges that have resulted from the effects of theincorporating such initiatives in specific measures.

Great East Japan Earthquake that occurred last year.

Our logistics and real estate business activities are

The management plan has defined the ideal image

deeply connected to societies. To earn recognition forof the Group to be pursued as a corporate group as

the value of our existence as a member of society andfollows:

continue to grow in the future, the Group will steadily
implement the goals set forth in the plan. In particular,

1. To be a reliable logistics service provider
that can quickly cope with diversifying
customer needs and market changes inJapan and overseas;in the current year, distribution centers equipped with

2. To be an enterprise that provides safe
and comfortable space and trustworthy
services to support people’s jobs andlives;

friendly warehouses. Meanwhile, an office building that

3. To meet customers’ expectations withcustomer-based professionalism torealize true customer satisfaction; and4. To be an enterprise, which practices CSR
management that contributes to society,in which every employee has a strong
sense of mission and a will to succeed.

reinforced disaster-proof functions and eco-friendly
countermeasures have started operation in Saitama
and Osaka prefectures as disaster-resistant and ecohas similar functions is under construction as an ecofriendly, disaster-resistant office building. On the other
hand, we intend to address further initiatives from thebiodiversity perspectives in addition to the standpointof taking global warming countermeasures.

Conclusion
As the Mitsubishi Logistics Group continues to place a
top priority on sincerity and fairness, promoting steady
growth with a focus on global environment-friendly

Initiatives for CSR management

activities while fulfilling our responsibilities to society,we ask for your continued understanding and support.

With the establishment of our Rules of Conduct in
1997, we have clearly demonstrated our stance andapproach toward further enhancing our level ofadherence to relevant laws and regulations, disclosing

Mitsubishi Logistics

Environmental and Social Report 2012 3

Introduction of Businesses
Residences

The Mitsubishi Logistics Group provides high-quality services to support

Officebuildings

people’s affluent lives and corporate activities through the Logistics segment
businesses centering on the warehousing and distribution business and the

Retailfacilities

Real Estate segment businesses centering on the leasing of buildings.

Real estate development
and leasing
Warehouses anddistribution centers

Air transportation

Domestic

Harbortransportation
Oceantransportation
Trunk room
service
Overlandtransportation
Trucking andrailway transportation
Logistics information system

Logistics services
Warehousing and Distribution Business

Overland Transportation BusinessWe are able to meet a broad range of customized logistics needs
through the full integration of warehouses and distribution centers,
which are located at major ports and key inland transportation areas
nationwide; our transportation and delivery networks; and the logistics
information systems that organically link them. In this business, fixedtemperature storage and refrigerated warehouses for pharmaceuticals
and fresh and processed foods are sufficiently offered in addition to
ordinary warehouses for room temperature storage to ensure theprovision of safe and efficient storage/distribution processing/delivery
services using our original information
technology and the latest facilities.
Meanwhile, we strive to reduce theenvironmental impact by promoting green
management. Furthermore, we are activein the construction of advanced facilities
under the concept of “Eco-Friendly andDisaster-Resistant Warehouse” equippedwith photovoltaic power generationequipment and emergency power
generators. The first model warehouse ofthis sort is the Ibaraki No. 3 Distribution
Center of which completion is scheduled
in October 2012.

In Japan, we extend and reinforce the optimal distribution system for eachcustomer through a tactical combination of our national, trunk-line transit
network, which is supported by core trucking companies within the Groupand excellent local counterparts, and independent collection and delivery
services linking local areas. We have streamlined our transportation
service for small-quantity, joint delivery needs especially for foods andpharmaceuticals. In addition, we offer cargo feature-specific, diversified
transportation/delivery services including ocean freight containertransportation for exported and imported cargo and the transportation ofheavy goods such as plant facilities. Moreover, we endeavor to realize
eco-friendly, safe and secure transportation services by drawing on our
information technology and promoting green management. Furthermore,
we established DP Network Co., Ltd., a subsidiary that specializes in thedelivery of pharmaceuticals, in November 2011 to address the further
sophistication of transportation quality.

4 Mitsubishi Logistics

Environmental and Social Report 2012

Real Estate BusinessWe are involved in the real estate business in all six major cities ofJapan—Tokyo, Yokohama, Nagoya, Osaka, Kobe and Fukuoka. We
offer distinctive real estate services with a focus on planning theredevelopment of properties based on the optimum application ofeach property’s features, and the leasing of approximately 50 realestate facilities (data centers, offices, retail facilities and residences),
totaling almost 900,000 m2 of total floor space. We are also committed
to community building projects with vibrant streets through largescale redevelopment projects to combine offices, retail stores andresidences at our properties such as Yokohama Station East Exit area
and Kobe Harborland.

Air transportation
Import/Export

Oceantransportation

Customs clearance
Harbortransportation

Overseas

Ocean freight

Overlandtransportation
Shipping-related
operations

Trucking andrailway transportation

Harbor Transportation Business

International Transportation BusinessWe provide secure high-quality logistics services including container
terminal operations for containerized shipments at all major Japanese
ports, namely Tokyo, Yokohama, Nagoya, Osaka, Kobe and Hakata, tomeet every kind of customer need. We also offer a wide range of othermarine shipping-related services such as exporting/importing ofvessels, ship registration, the acquisition of the seamen’s certificate ofcompetency (COC) and the acquisition of ID books-various
inspections for crews from foreign vessels, and agency operations for
special ships such as oil-drilling rigs.

In response to increasingly diversifying customers’ logistics needs, we
propose optimum transportation routes door-to-door worldwide
tailored to every customer’s request by taking advantage of our global
network and a variety of transportation means such as vessels,
aircraft, railway and trucks. Meanwhile, our overseas operating bases
provide comprehensive logistics services such as cargotransportation, customs clearance, storage of goods and LLSP*
operations, as well as logistics-related support services such as
consulting on legal systems and procedures in the respective areas
for customers who plan to launch into foreign markets.
*LLSP: Lead Logistics Service Provider operation
The operation undertaken by a leading operator who collectively controls
the timely supply of parts or components to the relevant production lines
by organizing several logistics service providers.

Mitsubishi Logistics

Environmental and Social Report 2012 5

Promotion of CSR
The Mitsubishi Logistics Group utilizes the “guidance on social responsibility,” complies with the “seven principles of social
responsibility” (see the chart below) in the practice of its social responsibility and addresses various activities categorizedunder the seven core subjects of social responsibility (see the chart below).
■ 7 principles of social responsibility

Holistic
approach

Respect forhuman rights

Transparency

An organization should
respect human rights andrecognize both theirimportance and their
universality.

An organization should betransparent in its
decisions and activities
that impact on society andthe environment.

Respect forinternational norms of behavior
An organization should
respect international normsof behavior, while adheringto the principle of respect
for the rule of law.

■ 7 core subjects of social responsibility

Respect for
stakeholder interests

An organization should
accept that respect for therule of law is mandatory.

An organization should
respect, consider andrespond to the interests of
its stakeholders.

ConsumerissuesObservance of
these principles

An organization should
behave ethically at all
times.

Respect for
the rule of law

Human rights

Organizational
governance

Ethicalbehavior

Accountability
An organization should be
accountable for its
impacts on society andthe environment.

Community
involvementand development

Organization

Labor
practices

Fair operating
The environment
practices

Interdependence(Source: Edited by the Company based on the “Guidance on Social
Responsibility (JIS Z 26000)”)(Source: Prepared with partial modification by the Company based on the“Guidance on Social Responsibility (JIS Z 26000)” chart)

The Mitsubishi Logistics Group streamlines an integrated mechanism (with components such as a philosophy, principles,policies, systems, dialogue and confirmation) to ensure that a socially responsible corporate culture exists within the Groupand is conducted through the practice of CSR-based activities.

Manifestation of The Three Principles of Mitsubishi’s Business Management Philosophy and the Code of Conduct, etc.

■ Mission, Vision, Sense of Values, Principles and the Code of Conduct●

The Three Principles of Mitsubishi’s Business Management Philosophy (“Sankoryo”)

The Mitsubishi Sankoryo is a managerial creed articulated by the fourth president of the Mitsubishi organization,
Koyata Iwasaki. The spirit and values of this Sankoryo remain alive and current today as a basic philosophy of aninternally and externally open group being shared by the constituent Mitsubishi Group companies that are
independent from each other.

The Three Principles of Mitsubishi’s Business Management Philosophy“Shoki Hoko”“Shoji Komei”“Ritsugyo Boeki”= Corporate Responsibility to Society= Integrity and Fairness= Global Understanding through Business

Strive to enrich society, bothmaterially and spiritually, while
contributing toward thepreservation of the global
environment.

6 Mitsubishi Logistics

Maintain principles oftransparency and openness,
conducting business withintegrity and fairness.

Environmental and Social Report 2012

Expand business, based on an
all-encompassing global
perspective.

●

Code of Conduct

We have established the following Code of Conduct to realize the corporate philosophy (see page 2: Top Message)
based on the spirit of the Three Principles of Mitsubishi’s Business Management Philosophy.

Code of Conduct
We engage in business activities to secure stable profits and promote steady growth, appropriately compensating our
employees and stockholders while contributing to the realization of an affluent and sustainable society.

1. We shall comply with laws, ordinances and rules that enable us to honestly and fairly carry out
business activities without deviating from social norms.
2. We shall appropriately disclose corporate information in a timely manner to enhance broad
communications with society.
3. We shall continue to have no contact or relations with any antisocial forces that might pose a threat
to the public order and safety of civil society.
4. We recognize the importance of environmental issues and shall actively cooperate with diverse
activities for environmental preservation.
5. We shall provide people with safe, high-quality and socially valuable services, and endeavor to
conduct social contribution projects as a “good corporate citizen” while taking into accountcoordination with local communities and international society.
(Established on December 16, 1997, and revised on August 29, 2005) Each subsidiary shall establish its own Code of Conduct in compliance with this Code of Conduct.

●

Environmental Policy

The Mitsubishi Logistics Group has formulated the Environmental Policy to clearly present its Group-wide stance on
consideration of the global environment based on our Code of Conduct.

Environmental Policy
The Mitsubishi Logistics Group recognizes the importance of environmental issues, promoting activities for environmental preservation
through corporate activities that are friendly to the environment while contributing to the realization of a sustainable society.

1. We comply with laws and regulations relating to the environment.
2. We endeavor for the training and enlightenment to raise the awareness of executives and employees about theenvironment and positively commit ourselves to environmental preservation activities with the recognition thatinvolvement in environmental issues is indispensable to our corporate activities.
3. We strive to restrict our environmental impact by efficiently utilizing the resources and energy that are essential
to our business activities, implementing eco-friendly logistics equipment and facilities, purchasing eco-friendly
goods and promoting the reduction of waste volume and recycling.
4. We regularly verify our initiatives regarding environmental issues to continually improve our involvement.
5. We make the Environmental Policy known to all parties affiliated with the Group and disclose it publicly.
(Established on December 29, 2006)●

Environmental Voluntary Plan

We have formulated the MLC (Mitsubishi Logistics Corporation)-Group Environmental Voluntary Plan (for details, see theCompany’s Web site below.) as “concrete guidelines” regarding the Environmental Policy to review and implement
specific measures in view of “measures to cope with future tightening of regulations” and “maintaining and ensuring thecompetitive edge of our businesses.”
HOME> CSR> Global Environment> MLC-Group Environmental Voluntary Plan

http://www.mitsubishi-logistics.co.jp/csr/earth/voluntary.html

Mitsubishi Logistics

Environmental and Social Report 2012 7

●

Our declaration of quality

Our Group has formulated “Our Declaration of Quality” to be an enterprise that grows itself by gaining the trust of
stakeholders including customers in accordance with the Code of Conduct.

Our Declaration of Quality
Mitsubishi Logistics Corporation works hard to ensure that our corporate activities help to create an affluent andsustainable society. Providing services that are safe, high quality and of benefit to society is one of the most importantpillars supporting our corporate activities. It is with this in mind that we strive continuously for quality improvement.

1. We always think from the customer’s standpoint and listen to the customer with sincerity, working toprovide quality services that will win the trust and satisfaction of all our customers.
2. We abide by the relevant laws and regulations, and by conducting periodic inspections andimplementing improvement efforts daily in the areas of safety and quality, our Group-wide quest is toachieve constant quality improvement.
3. We value communication and endeavor to provide an energetic work environment in which eachmember of the Company can be motivated by sincerity and pride to strive for quality improvement.
(Established on September 1, 2008)●

Management plan (Basic Policy)

Mitsubishi Logistics Group has formulated the following Basic Policy to reinforce foundations for its growth potential andprofitability and improve the environment to help us achieve future growth.

Basic Policy
1. Respond to globalization by expanding domestic and overseas logistics businesses in tandem.
2. Expand real estate business activities with an eye to increasing business stability.
3. Strive to improve the quality of Group services.
4. Thoroughly implement compliance initiatives, global environmental measures and disaster-prevention
countermeasures.

■ In-house Decision Making●

Corporate governance system(Chart of corporate governance system)G e n e r a l

S h a r e h o l d e r s

Board of Directors

M e e t i n g

Corporate Auditors

Board of Corporate Auditors

Independent Auditor

Corporate Auditors’ Chamber
Executive Committee(Consultative body consistingof directors with special titles)

General Managers’ Meeting

Chairman of the Board
President
Managing Directors

8 Mitsubishi Logistics

CSR and Compliance Committee

Six branches
54 subsidiaries

Group Management Meeting

Internal Control Committee

Respective Divisions,and Chambers of the Headquarters(including 17 overseas subsidiaries)

11 affiliates

Environmental and Social Report 2012

Internal audit department

Risk Management Committee

■ Responses to Stakeholders’ Expectations● Stakeholders recognized by the Mitsubishi Logistics Group(Chart of stakeholders)

Enhance our commitment to customer
satisfaction, earning our customers’ trust through Customers
high-quality logistics and real estate services.
Aim to manage internal information strictly anddisclose information at the appropriate timeand in the appropriate manner, in accordancewith the law.

Shareholders&
investors

Develop common interests with local
communities as a good corporate citizen.

Local
communities■ Timely and appropriate news releases
As the Group emphasizes the principles of social
responsibility such as accountability and transparency inorganizational decision making, news releases on
business activities are disclosed at the appropriate timeand in the appropriate manner. In fiscal 2011, 23 news
subjects (e.g., seven logistics, one real estate, eight IR
and three CSR) were disclosed on the Company’s Web
site.

■ Information disclosure
Our IR information site is open on the Company’s Web
site. We strive to transmit information by providing“Management planning and policy,” “Stock information,”“IR calendar,” “Financial data” and “IR information” (Flashreport, Annual report, Business report and Results
briefing).
For the convenience of foreign shareholders andinvestors, English-version sites are also available todisclose significant information thereto.

■ Dialogue between shareholders/investors, analysts andtop management
Easy-to-understand shareholders’ meetings

When we hold a shareholders’ meeting, we strive toprovide easy-to-understand information for theconvenience of attending shareholders by using video
business reports with narration.
●

Results briefing

Provide ideal working environments while
ensuring the safety and professional growth ofthe employee.

Mitsubishi Public
Logistics administration
Group

Emphasis on communication●

Employees

The Company holds results briefings twice a year (May andNovember) for investors and analysts. In addition to the
explanation of the settled accounting results, the top
management of the Company explains management
policies and the progress of management plans, conducts
Q&A and transmits a variety of management information.

Suppliers

Perform fair business activities by complying withlaws, rules and social norms.

Sincere and fair business activities based on
mutual trust.

We are active in encouraging dialogue with market players
not only through transmission of the information desired byinvestors and analysts
but also by integrating
the feedback of usefulviews therefrom in ouractual businessjudgment. The
materials for the
results briefing areposted on the IR
information site of theResults briefing for analysts
Company’s Web site.
HOME>IR information

http://www.mitsubishi-logistics.co.jp/ir/index.html■ Internal reporting system
To ensure early detection of actions that violate legal
ordinances or corporate regulations, as well as actions
that are in danger of violating such rules, the Mitsubishi
Logistics Group has established a corporate ethics helpline (contact: CSR Compliance Team, General Affairs
Division) as an internal whistleblowing and consultation
mechanism to reinforce compliance management.
To raise the degree of recognition and encourage its
enhanced use, we checked whether executives andregular employees of our Group companies are familiar
with our internal reporting system and whether they
intend to use the system at the time of the “Self-check of
the compliance of the Code of Conduct,” which was
conducted in July 2011. Consequently, about 70% of the
respondents expressed an affirmative opinion. In January
2012, the CSR & Compliance Handbook was distributed
to all executives and regular employees to encourage
their self-study. As a result, it was confirmed that almost
all the respondents expressed positive views about thesystem.
Mitsubishi Logistics

Environmental and Social Report 2012 9

Confirmation of major CSR activities
The Mitsubishi Logistics Group is committed to CSR activities so that socially responsible behavior will be disseminated among
employees as a voluntary corporate culture. In this report, we summarize hereunder the setting of “Objectives/Goals,” theplanning of “Activity process” and the confirmation of “Achievements/Results” with regard to major CSR activities that are
categorized under the “seven core subjects” in accordance with the “guidance on social responsibility” guidelines.
■ Checklist for the confirmation of major CSR activities

Core subjects

Tasks

Organizational
governance

Promoting the realization of our corporate
philosophy and strategies
Review of goals, standards, etc.

Human rights

Improvement of the awareness of human rights

Rewarding and friendly working conditions

Ensuring the security of workers

Objectives/Goals

Reinforce CSR and compliance

Respect human rights
Showcase every employee’s personality and competence,
Undertake necessary security procedures, andSupport the coexistence of employees’ working life and home life
Ensure the security of workers

Labor practices

Human resources development and training

Develop competent human resources who meet therequirements of global human resources and who canmanage global operations
Develop human resources through the internal
educational organs affiliated with the Group

Reduction of CO2 emissions as a measure for
reducing climate change

The environment

Use of renewable resources

Contribution to the recovery of the eco-system

Fair operating
practices

Further reinforce environmental countermeasures

Preserve resources by reducing the environmental impact

Global environmental measures frombiodiversity perspectives

Prohibition of unfair advantage in competition andpromotion of fair and open competition

Reinforce CSR and compliance
Upgrade information security management

Provision of socially and environmentally beneficial
high-quality services

Improve service quality

Promotion of disaster measures to maintain service
functions

Maintain infrastructure in case of disasters

To help solve the community’s issues andcontribute to the community’s cultural activities

Contribute to cultures in local communities

Contribution to community through donations, etc.

Support to victims of disasters

Consumer issues

Community
involvement anddevelopment

10 Mitsubishi Logistics

Environmental and Social Report 2012

Activity process (Plan)● Disseminate the corporate philosophy and the management plan (Basic Strategy).
● Deliberate how to promote CSR at the CSR and Compliance Committee and disseminate

the Basic Strategy at the worksite meeting.

● Strive to disseminate the awareness of respect for human rights with every employee by

establishing a dedicated promotion system.

Achievements/Results

Division/Chamber/
Branch and/orGroup companies
in charge

General Affairs● Jan. 2012: Issued the CSR & Compliance Handbook (dissemination of corporate philosophy)
Division● May and Nov. 2011: Held the CSR and Compliance Committee meeting (for CSR promotion)
Planning & Business● Worksite meeting held every month (dissemination of the Basic Strategy)
Coordination Division● FY2011 Human Rights Enlightenment Training held with 106 participants● Self-declaration once a year and interviews for appraisal conducted three times a year
● Conducted “Health Promotion” seminars and annual health checkup
can demonstrate their personality and competence.
● Execute occupational safety and health-related measures to enhance employees’ health. ● Beneficiaries of the Childcare leave system: 22, and beneficiaries of the Care
● Promote a work-life balance to support the sound development of next-generation employees.
leave system: 23

Personnel Division● Streamline the personnel system in the pursuit of creating worksites where employees● Overland Transportation Business: Address needed safety measures and the prevention of

accidents in the transportation field.

● Port and Harbor Operations Business: Promote the prevention of occupational disasters

and conduct periodic disaster prevention drills and meetings.

● Endeavor to develop human resources that can contribute not only to corporate growth

but also to social development.

● Fuji Logistics: Conduct in-house training for employees through its own educational

institute.

● Fuji Logistics: Foster forklift operating skills for the purpose of safe operation andimproving logistics quality.

● Overland transportation: Monthly safety meetings, safety patrols, check anddiagnosis of driving competence and checks with alcohol detectors● Port and harbor operations: Number of serious occupational accidents: zero

● Jan. 2012: Onsite logistics capability training implemented● Mar. 2012: Global mind development training implemented● June 2012: Emerging countries’ legal and labor affairs training implemented● Pack’n College: FY 2011 Number of students: 182● Companywide Forklift Qualification Course (“Dojo”): FY 2011 Number ofstudents: 20● Develop warehousing facilities equipped with high environmental performance and advanced

anti-disaster functions under the “Eco-Friendly and Disaster-Resistant Warehouse” concept: Theconcept includes a 40% reduction in CO2 emissions compared with 1990 through the adoption ofphotovoltaic facilities, LED lighting in entire buildings and/or heat-shield, highly adiabatic glass.

● Suspend the use of neon tubes and completely replace neon lighting with LED lighting for

the Ferris wheel in the Mosaic Garden in MOSAIC KOBE HARBORLAND.
● Enhance the use of “i-MiEV,” Mitsubishi Motor’s electric vehicles.

● Engage in forest-related improvements through volunteering activities and donations as

an forest restoration partner of Kanagawa Prefecture.

● Hold training sessions for the compliance of the Act against Delay in Payment of

Subcontract Proceeds, etc., to Subcontractors and the prevention of insider trading.
● Distribute information security questionnaires to disseminate the awareness of security.
● Take specific initiatives for quality improvement at each of the operating sites,

subsidiaries and affiliates.

Personnel Division
Warehousing andDistribution
Business Division
HarborTransportation
Business Division

Personnel Division

Fuji
Logistics Co., Ltd.

● In fiscal 2011, the work for warehousing facilities started.

Technical Division
Warehousing andDistribution
Business Division● Ferris wheel in the Mosaic Garden: Approx. 80% of CO2 emissions reduced.
● i-MiEV electric vehicle; FY 2011 Five units introduced

General Affairs
Division
Technical Division
Real Estate Division
Each Branch● Kanagawa Prefecture certified that forest absorption volume of 247t-CO2 will

General Affairs
Division
Tokyo Branch
Yokohama Branch● FY2011 Compliance of the Act against Delay in Payment of Subcontract

General Affairs
Division
Information
Systems Divisionbe achieved for the five-year calculation period from April 2011 to March
2016.

Proceeds, etc., to Subcontractors Course: Number of students: 95● FY2011 Prevention of Insider Trading Course: Number of students: 25● Respondents to the FY2011 information securities questionnaire: 1,450● Regular quality improvement conference conducted● 4S campaign and sharing of quality information on databases

Planning & Business
Coordination
Division● Held the Risk Management Committee meeting to summarize the overall

General Affairs● Held every month from FY 2010.

Real Estate
Division

Division
responses to the Great East Japan Earthquake
Fukuoka Branch● In December 2011, the Headquarters and the Fukuoka Branch jointly
occurrence of any risk. In addition, perform joint drills for earthquake countermeasures.
Information
Systems● Strengthen the risk management system for information systems in view of disaster countermeasures.
performed an earthquake countermeasures drill.
Division● Pursue designation for our facilities as relief supplies and materials facilities, which is a concept● Information system risk management: In March 2012, performed a disaster
Warehousing andprimarily advocated by the Ministry of Land, Infrastructure, Transport and Tourism.
countermeasures drill (with 25 participants).
Distribution Business● Take appropriate follow-up measures to assist the business continuity of our customers● Relief supplies and materials facilities: Seven of our facilities were designated as such.
Division● Thai flooding: Selected necessary information and ensured the transportation
damaged by the flooding in Thailand.
International
Transport Divisionof materials via negotiations with governmental agencies.
● Strive to take swift and appropriate measures to prevent risks and prepare for the● Hold local cultural/educational events at Kobe Harborland.

● Make monetary donations to the victims of disasters that have occurred in Japan andoverseas.

● May 2011: Made monetary donations for victims of the Great East Japan

Earthquake● Sep. 2011: Made monetary donations for victims of Typhoon No. 12● Nov. 2011: Made monetary donations for victims of the flooding in Thailand

Mitsubishi Logistics

General Affairs
Division

Environmental and Social Report 2012 11

Organizational GovernanceTo ensure socially responsible positive decision making, it is necessary to establish organizational processes to optimally utilize
the Group’s philosophy, strategies and standards. As for organizational governance, the Group recognizes and addresses such
issues as “Promoting the realization of our corporate philosophy and strategies,” “Entrenchment of the compliance ofstandards, etc.,” “Confirmation of the processes of implementation for action plans” and “Review of goals, standards, etc.”

Promoting the realization of our corporate
philosophy and strategies

Entrenchment of the compliance of standards, etc.

■ Disseminating the corporate philosophy
and the management plan (Basic Strategy)■ Disseminating the awareness of compliance

The Group has expressed the goal of “contributing to therealization of an affluent and sustainable society” in its corporate
philosophy (see Top Message on page 2) to make its intent ofaddressing social responsibility known to every party concerned
within the Group.
To facilitate this goal, the Company formulated in its
management plan the following Basic Strategy (excerpt) andendeavors to disseminate it at worksite meetings and otheroccasions.

Basic Strategy (excerpt)
1. Strengthen global environmental measures
2. Improve the quality of services by harnessing the power of IT(Strengthen management base)
3. Strive for complete compliance and strengthen crisis
management system (Strengthen management base)
4. Promote personnel development fostering expertise andglobal perspectives (Strengthen management base)
In executing the Basic Strategy above, the Group complies
with the seven principles of social responsibility under the
Guidance on Social Responsibility. The Group companies havestipulated the Code of Conduct in line with the seven principles,
and their employees strive to self-check and confirm their
behavior by always having the CSR & Compliance Handbook
close at hand.

Review of goals, standards, etc.

■ Deliberating at the CSR and Compliance
Committee (meetings held in May and November)

To promote CSR activities in the Group, the CSR andCompliance Committee was established in September 2006. In
fiscal 2011, the committee met twice—in May and November.
The committee deliberated and determined the concepts to be
included in the text of the Environmental and Social Report, as
well as the composition and content of the CSR & ComplianceHandbook. In addition, the forest restoration activities
conducted to preserve the ecosystem regarding thepreservation of biodiversity were reported thereat.

■ Lecture by a corporate lawyer at theCompliance Committee of Fuji Logistics

On January 24, 2012, a lecture by a corporate lawyer was heldat Fuji Logistics (a primary logistics subsidiary of the Company)
and about 40 employees including the committee members of
the Compliance Committee attended the lecture on the themeof “Importance of Compliance.”

12 Mitsubishi Logistics

Environmental and Social Report 2012

The Group endeavors to disseminate the awareness ofcompliance based on corporate ethics in every employee
through the employee’s self-check on the status ofcomplying with the Code of Conduct, which wasformulated as the social norms for employees in executing
their duties, as well as by thoroughly promoting training on
compliance.

■ Business processes are confirmed via internal audit

The internal audit of the Company is performed mainly by the
Audit Division in accordance with the internal audit regulations
and the internal audit plan. The audit operation is supported bybranch auditors and audit assistants positioned at theheadquarters and respective branches. The purpose of theinternal audit is to precisely grasp the status of corporate affairs
and financial position so as to be of help for management’s
rationalization such as prevention of fraud, errors and/or faults,
improvement of business operations and raising operating
efficiency. The Audit Division reports the results of audits
regarding the Company and subsidiaries to the management
team. The General Affairs Division follows up and checks any
issues noted in the audit results, if any.
The Audit Division keeps close contact with thecorporate auditors and provides them with internal audit
information to cooperate with the corporate auditors’ audits.
Confirmation of the implementation ofaction plans■ Confirming the appropriateness of operations via internal control
The Board of Directors of the Company resolved the “Basic
Policy on the Improvement of an Internal Control System” toensure the appropriate execution of duties by executives andregular employees and the appropriateness of corporate affairs.
Furthermore, the Company improves the systems necessaryfor ensuring the appropriateness of financial reporting andprepares and submits the Internal Control Report regarding theevaluation of the effectiveness of internal control relating tofinancial reporting in accordance with the Financial Instruments
and Exchange Law.

■ Confirming the process for bonded operations, etc.,
under the Authorized Warehouse Operators’ Program

The Authorized Warehouse Operators’ Program is a system forcertifying managers of bonded warehouses and bonded
factories as authorized warehouse operators after they meet set
conditions concerning compliance and other regulations. Theseauthorizations ensure preferential treatment such as
implementation of simplified procedures requiring only
notification of building bonded warehouses, exemptions frompermit fees, etc. Mitsubishi Logistics received approval as an
authorized warehouse operator from Director-General of Tokyo
Customs in April 2008. We have further enhanced complianceactivities in customs-related processes and all other import/
export services in our sincere attempt to provide highly reliableand dependable logistics services for our customers.
We will strive to provide customers with secure logistics
services.

Human Rights
Respecting human rights is a basis for complying with laws and regulations and fulfilling social responsibility. As for humanrights, the Group recognizes and addresses such issues as “Improvement of the awareness of human rights.”

Improvement of the awareness of human rights■ Strive to disseminate the awareness ofrespect for human rights with every employee
by establishing a dedicated promotion system
The Company is committed to enlightening human rights
among employees with the aim of creating a “positive
worksite atmosphere in which every employee’s humanrights are respected and personal competence andpersonality can be fully demonstrated.”Specifically, every year the Company offers a humanrights enlightenment course of 1–2 hours in all of thestratified training curriculum under the established humanrights training promotion system.
In fiscal 2011, a total of 106 employees participated in
the training, which targeted new employees, second-year
employees, sixth-year employees, mid-level staff andnewly appointed managerial staff.
At the training sessions, participating employees not
only received lectures on typical human rights issues
according to the organizational hierarchy but also
exchanged views on diverse concrete examples todeepen their understanding.
The Company endeavors to raise the awareness ofhuman rights by inviting slogans on human rights
enlightenment even to loaned or dispatched staffers. In
parallel with this approach, we have established aharassment-dedicated counseling contact that takes
initiatives to prevent or resolve various worksite
harassment cases.
In fiscal 2011, upon request from the Industrial
Federation for Human Rights, Tokyo, a person in chargeof human rights of the Company delivered lectures in
Niigata and Gifu prefectures as a visiting lecturer on thetheme of “Initiatives for Fair Recruitment Screening.”

The fine work of human rights enlightenment
slogan (Family section)

Slogan:If you notice; Say something to the victim;
With your chin up. (in Haiku)

View of the lecture meeting in Niigata Prefecture

Mitsubishi Logistics

Environmental and Social Report 2012 13

Labor Practices
Good labor practices serve to stabilize employees’ living standards, are the source of meaning in employees’ lives and are
indispensable for safety and health, productivity growth, human resource development and so forth. Regarding labor practices,
the Group recognizes and addresses such issues as “Respect of labor-management relations,” “Employment and theimportance of the employment relationship,” “Rewarding and friendly working conditions,” “Ensuring the security of workers”
and “Human resource development and training.”■ Having close communications with the labor union
The collective labor agreement entered into between the
Company and the Mitsubishi Logistics Union stipulates
the following on the stance of labor-management
cooperation.

1. The Company shall proactively strive to maintain andimprove the working conditions and promote thewelfare of employees to improve the status of
employees and ensure stable livelihoods; and2. The labor union shall strive to maintain public order at
the worksite and promote the working capabilities of
its affiliated employees, as well as fully cooperate with
the Company for the growth of the Company’sbusiness based on democratic foundations.
Labor-management consultations and negotiations
are handled at the Management Conference, which is
attended by representatives of both parties.
There are two types of Management Conference: theCentral Management Conference, which is held between
the management’s headquarters and the union’s
headquarters,
and the Operation
Site Management
Conference,
which is held
between eachbranch and eachlodge. Eachconference meetsonce per month.
Central Management Conference (Headquarters)

Employment and the importance of the employment relationship■ Endeavoring to ensure human resources
systematically and stably while respecting
equal employment opportunities and diversity
In recruiting employees, our basic policy is to respectequal employment opportunities and diversity.
In our recruiting activity, we have introduced an openentry system without regard to the school of graduation
or faculty that takes into account the fair employment ofapplicants from a long-term perspective to ensure humanresources systematically and stably.
We offer a wide range of opportunities to both newand experienced applicants by making the most of theCompany’s Web site and various kinds of PR media.

14 Mitsubishi Logistics

Environmental and Social Report 2012

■ Status of employees(as of the end of March 2012)

Item
Number of regular employees (consolidated)

In fiscal 2011
4,386

Number of temporary employees (consolidated)

2,308

▼

Respect for labor-management relations

Group companies have no statistical data regarding employees’ average age and years of service.

Number of regular employees (non-consolidated)

830 (591 men and 239 women)

Average age (non-consolidated)

40 years and 9 months

Average years of service (non-consolidated)

18 years and 5 months

Number of temporary employees (non-consolidated)

660

Rewarding and friendly working conditions■ Strive to improve the environment in which both
employees and the Company can raise mutual values
The basic philosophy of the Company’s personnel policy
is to assist its employees to grow and improve their worklife balance and to assert that both employees and theCompany can raise mutual values through the sustainablegrowth of the Company.
To realize this philosophy, the Company endeavors to
improve worksite environments so that employees candemonstrate their individuality and competence to theutmost with improved motivation and better workplaceenvironments, through a variety of personnel andeducational systems.

■ Streamline the personnel system in the pursuit ofcreating worksites where employees candemonstrate their individuality and competence.
The Company strives to improve worksite environments
in which every employee can fully demonstrate his/herindividuality and competence.
● Self-declaration system

According to the self-declaration system, the Company’s
employees declare their satisfaction rating with theircurrent duties and career plan among others, once a year.
The declaration includes the desired conditions of theirnext workplace, etc., so that the Company may pay
attention not only to employees’ business duties but also
to every employee’s life plan. The content of thedeclaration is actually used for personnel transfers and acareer development program.
● Evaluation and treatment of employees

The Company treats employees in accordance with fair,transparent and well-received appraisal systems. Directinterviews between managers and subordinates, which
are held three times a year (at the time of target setting,midyear retrospection and year-end retrospection) areespecially emphasized. The evaluation results are used
for an appropriate division of labor within the business
unit and advice on career planning.

■ Execute occupational safety and health-related
measures to enhance employees’ good healthTo effectively perform the obligation of security, which is
required of every corporation, the Company proactively
takes initiatives to maintain and promote employees’
health.
● Regular medical checkup

A medical checkup is conducted once a year that focuseson tests for lifestyle-related diseases. Although long
working hours have become a social problem in recent
years, the Company has implemented a framework tominimize the health risks of employees due to a heavy
workload through enhanced interview guidance fromindustrial physicians to those with long working hours.
● Health promotion

Health promotion seminars are held for the purpose ofmaintaining good health and improving the lifestyle ofemployees. At these seminars, in addition to lectures (onmental health and eating habit guidance) given byexperts, simple aerobics dance programs are offered toencourage employees to engage in light physical exercise.

Participating in a Health
Promotion Seminar
Junko Kaneko, Daikoku C-4
Sales Office, Yokohama Branch

Although I was confident about my physicalcondition, I noticed unexpected aspects ofmyself through the guidance on my eating
habits and the experience of pilates andaerobics. It was a good occasion for me to reconsider the health ofmind and body in my stressful daily livelihood. I would like to be
more health-conscious, along with my family members, by drawing
on the knowledge and experience gained from that seminar.

such as reinforcement of in-house education and training,
cultivation of dedicated staff in charge at operating sites,
execution of stress checks and improvement of networks
via collaborations with external professional organs.

■ Promoting the work-life balance to support thesound development of next-generation employees
Pursuant to the implementation of the Act on
Advancement of Measures to Support Raising NextGeneration Children, the Company formulated the“Ordinary Business Owner Action Plan” and implemented
the “Child-care leave system,” the “Short-time regular
employee system,” the “Nursing care leave system,” the“Child care leave system” and the “Family care leavesystem” to assist with the coexistence of employees’
working life and home life. Furthermore, the Company
encourages the enhanced use of annual paid vacations to
reduce working hours in a year and has introduced asystematic granting system (six days per year) of annual
paid vacations under labor-management collaboration.

■ Promoting welfare measures to help
employees store up the energy to work
A variety of systems are available in compliance with thethree catchphrases of “Provision of security,”“Recreation” and “Promotion of residential houseacquisition” for the promotion of employees’ welfare.

Major welfare programs of the Company:
1. Provision of security

Retirement benefits, corporate pensions, family allowance, housing
allowances, condolence money, celebration of a birth, the ESOP (Employee
Stock Ownership Plan) association, group insurance, the reserve forpension and asset formation, multipurpose accommodation loans and the
granting of company-owned houses to employees via job transfers

2. Recreation

Recreation facilities, in-house sports events (baseball and tennis),refresh leave (long-service and mid-level workers)

3. Promotion of residential house acquisition

Reserve for house acquisition and asset formation, in-house loans
and tie-up loans■ Addressing mental health activities focusing on“prevention and recurrence prevention”
The Company considers it important to support every
employee in having a purposeful life by ensuringsystematic and constant care for his/her mental health.
To promote mental health care in accordance with the“Guidelines for maintenance and promotion of mental
health for workers” of the Ministry of Health, Labor andWelfare, the Company has taken a variety of initiatives

In-house recreation event (All-branches baseball competition held by the Tokyo Branch)■ Acquisition results for various systems

SystemDescription

Childcare leave

Results (number of beneficiaries)
FY2007

FY2008FY2009FY2010FY2011

Leave of absence is allowed for a desired period until a child become 2 years old.

17

19

18

22

22

Short-time regular employee

Service hours may be reduced by up to 2 hours per day for nurturing a child.

4

7

8

11

16

Nursing care leave

Leave of absence is allowed for a desired period within one year to take care ofa family member in need of nursing care.

0

0

0

0

0

Paid leave for nursing care of a child (up to 10 days per year)

13

15

24

23

33

Paid leave for nursing care of a family member in need of nursing care (up to 10
days per year).

—

—

—

5

3

Care leave
Family care leave(newly established in FY2010)

Mitsubishi Logistics

Environmental and Social Report 2012 15

■ Providing an activity place at work for retiring employees todemonstrate their competence by ensuring employment
opportunities for the elderly
The Law on the Stabilization of Elderly People’s
Employment was revised on April 1, 2006. Ahead of therevision, the Company strove to guarantee theemployment of employees up to 62 or 63 years old
through measures such as a job placement service tohelp them be reemployed by subsidiaries or affiliates andthe reemployment of those with expertise in certain
business fields.
Upon the implementation of the revised law, we
streamlined our continuing employment system to ensurethat former employee applicants can continue to work up
to 65 years old under certain criteria, and the system has
been applied to those who retired as of March 2007 dueto the age limit.

■ Improving access in the work environment to increase
the employment of physically challenged people
There are physically challenged employees who work indiverse operations of the Company. As of June 1, 2011,
the Company fulfilled its legal employment quota ofphysically challenged employees as a result of theaggressive execution of various initiatives. We willcontinue to steadily address improvements of theworksite environment in which physically challenged
persons can easily demonstrate their capabilities andcompetence.

■ Overland transportation: Address ensuring safety with safetymeasures and the prevention of accidents in the transportation field.
RYOSO TRANSPORTATION CO., LTD. (an overlandtransportation-dedicated company in charge of theoverland transportation business of the Company) aims
to increase the security of transportation and ensure thesecurity of the truck crew through concerted efforts withthe recognition that ensuring the security of freighttransportation is the pillar of our business management.
In addition, fully recognizing the public nature andimportance of the trucking business apart fromcompliance with relevant laws and regulations such as
the Motor Truck Transportation Business Act and theRoad Traffic Act, we address daily accident prevention
activity by checking operations at all times from a safety
viewpoint.
● Safety meetings and safety patrols

Safety meetings are held every month and are attended
by the truck crews and car-allocation staff, and emergency
safety meetings are held, as necessary, to thoroughly
disseminate the observance of laws and regulations. In
addition, information sharing is promoted at the all-branchsalespersons’ meeting with reference to similar examplesof accidents that occurred at competitors.
Furthermore, we strive to raise our safety
consciousness and prevent accidents through Groupwide efforts in holding safety meetings and conducting
joint safety patrols with cooperative companies.

■ Employment ratio of physically challenged employees

June
2007

June
2008

June
2009

June
2010

June
2011

Number of physicallychallenged employees (actual)

10

10

12

13

16

Employment ratio

1.59%

1.46%

1.58%

1.70%

2.06%

Ensuring the safety of workers■ Striving to conduct occupational safety and healthactivities via collaborations among operating bases in
the pursuit of prevention of industrial accidents
Each branch has an “Occupational Safety and HealthCommittee” to share information with operating bases
including operation-commission and cargo-handlingcompanies to which operation is outsourced with regard todiverse initiatives related to occupational safety and health.
In addition, we
strive to prevent
occupational
disasters byconducting
safety andhealtheducation andsafety patrols
inside andoutside the
Occupational Safety and Health Committee (Tokyo Branch)facilities.
16 Mitsubishi Logistics

Environmental and Social Report 2012

Safety patrol (Tokyo Branch, RYOSO TRANSPORTATION)● Thorough alcohol check using a detector unit

To completely eliminate drunken driving, effective fromMay 1, 2011, it has become compulsory for trucking
business operators to apply an alcohol detector unit tocheck at the roll call whether any crew members havebeen drinking. Before the implementation of thisrestriction, RYOSO TRANSPORTATION started doingchecks before and after driving shifts in December 2009

Confirmation using an alcohol detector unit (Yokohama
Branch, RYOSO TRANSPORTATION)

by installing a recording-type, high-performance alcohol
detector unit at each car-allocation base.
● Initiatives for occupational safety and health

Based on the recognition that the health of the truck crewis important to ensure the security of transportation,
regular medical checkups are conducted by adding tests
for lifestyle-related diseases. Moreover, regular diagnosisof the driving competence of the truck crews is
conducted by external examination organization.
Appropriate instructions and education are given to thecrew members based on the diagnosis results.

Addressing the taskof ensuring safety
Tetsuya Inui, Section Chief, Sales Section,
Sales Division, RYOSO TRANSPORTATION
Ensuring safety by trucking business
operators has become a sociallyaccepted idea. The Company not only
holds monthly safety meetings andconducts safety patrols to prevent accidents for its companyowned vehicles but also works with its cooperative companies
to fully share a similar awareness of safety. Consequently, sucha proactive and careful approach includes the attendance of its
employees at the Cooperative Companies’ Safety Conference
and safety patrols that make unannounced checks at the rollcall to test for alcohol use using an alcohol detector unit.
(A Group company of Mitsubishi Logistics Corporation)■ Harbor transportation: Promote the prevention ofoccupational disasters and conduct periodic disasterprevention drills and meetings
The port and harbor operations inevitably involve a varietyof cargo handling work in association with the receipt anddelivery at ports. We take diverse initiatives in accordancewith specific countermeasures that have been preparedby operating sites to safely and smoothly perform
operations. For example, daily morning briefings andmonthly safety and health meetings offer occasions forworkers to confirm the content of their operations andnecessary precautions, as well as to raise awareness ofsafety and health concerns by reviewing past examplesof occupational disasters and/or cargo-related accidents.
We endeavor to understand and improve the worksite
environment with regular safety patrols. We are confident
that the cumulative effects of the aforementioned daily
safety-focused efforts help prevent serious occupational
disasters and ensure the security of workers.
Specific initiatives executed at the respective ports are
summarized in the table opposite.

Safety patrol (Harbor Transportation Businessdepartment, Yokohama Branch)

Safety and health meeting (Harbor Transportation
Business department, Yokohama Branch)■ Description of specific initiatives taken at the respective ports and results/achievements

Description● At the morning briefing, which is jointly attended by the

person in charge of the operation and the workers of thecompany comissioned to carry out the operations, thecontent of the operation is confirmed and uniforms (e.g.,
fluorescent vests) are checked. (daily)● The safety and health meeting is held jointly with therelevant suppliers. (monthly)● The safety patrol visits the operating site with the relevant

suppliers. (monthly)● We actively participate in diverse external training sessions

such as safety and health training sessions and lectures
sponsored by the Japan Port Transport Industry Safety &Health Association, jointly with the companies comissioned
to carry out the operations. (held as needed)

Results/Achievements
We strive to raise awareness of safety and unify the intent of
all parties concerned at each operating site by addressing
diverse initiatives with related parties such as the relevant
suppliers. As a result, no serious occupational accidents werereported for fiscal 2011.

Working as Port State
Control Officer (PSCO)
Hiroyuki Takahashi, Harbor Transportation
Business department, Yokohama Branch
I intend to work with a strong
understanding of safety by seriously
taking to heart the value of “zeroaccidents.” To prevent occupational
accidents, it is important to predict possible dangers fromvarious angles and share information among the parties
concerned. To this end, we regularly conduct joint safety
patrols and accident countermeasure meetings.
We recognize that the potential risk in cargo handling at
ports is significant because cargo accidents could occur andthose accidents might result in injuries. Also, we are confident
that customers’ trust will be gained as our safe and smooth
operations ensure the security of their cargo and maintain therequired schedule of vessels.

Mitsubishi Logistics

Environmental and Social Report 2012 17

Human resources development and training■ Endeavor to develop human resources that can contributenot only to corporate growth but also social development● Ideal image of desired human resources

With the Code of Conduct in mind, every employee aims
to undertake a role not only in corporate growth but also
in the development of society by conducting
himself/herself in the following manner.

Newcomers’ worksite instructors
training

1. Keep faith in others, and conduct yourself
with integrity and a sense of fairness.
2. Conduct yourself autonomously.
3. Respond flexibly to environmental changes.
4. Demonstrate expertise and act with a senseof creativity.
5. Have a good teamwork spirit and cooperatewith your colleagues.

Onsite logistics capability training

Emerging countries’ legal and laboraffairs and accounting training● Training system

The Company focuses on developing human resourcesthat can precisely respond to internal and external needs.
The Company therefore strives to upgrade employees’
business skills and the organization’s strength throughtraining at company classes and by service year of
employment. At the same time, the Company offers
several training programs to raise employees’ expertisesuch as management capabilities, readiness for
globalization and operational capability to enable
employees to acquire professional skills in response to
the content of their business duties.

Chinese language course

Global mind development training

Participating in the young staff
overseas dispatch program

Having received the global
mind development training

Yasuhiro Takada, Mitsubishi
Logistics America Corp

Tomohiko Nishiuma, China and Asia
Team, International Transportation
Business Division

I engage in logistics operations at
Mitsubishi Logistics America as a
successful candiate for the young staff
overseas dispatch program.
I am mainly learning skills for exports/imports in the ocean
and air transportation fields and delivery operations. Throughthese duties, I learned about the excellent service spirit of many
Japanese corporations and the different sense of value regarding
the working life of local staff.
I would like to fully take advantage of this valuable experienceof working at an overseas operating base while I am still young.
(A Group company of Mitsubishi Logistics Corporation)

18 Mitsubishi Logistics

Environmental and Social Report 2012

I was annoyed by the communicationdifficulties routine in the course of
exchanging views with the staff ofaffiliated companies overseas.
Through this training, I learned the importance oftransmitting my opinion frankly without ambiguity in an easyto-understand manner to others.
I would like to tackle daily borderless duties in cooperation
with other staff from different countries who have varying
senses of value against a background of diversified cultures.

■ Human resources (training) systems

National-type employee development course:

Basic role: Engage in a wide variety of corporate operations as core executives who facilitate business growth andmanagement in a variety of regions including overseas.
Development policy: Have the participants experience a variety of roles and duties. For 12 years after joining theCompany, transfers are conducted at intervals of about four years, in principle.
Strengthen management capability

Enhance readiness for globalization

Upgrade operational capability

Stratified training(Objective of the common stratified training)• Acquire skills necessary for different levels• Recognize the role required for each level

Training for (Deputy) General Managers• Raise organizational management capabilities• Acquire various management strategy-related skills

Health promotion,
Selfetc.
development

Life plan
seminar

Healthpromotion
seminarTraining for newly appointed managerial
section chiefs and general managers• Understand the management policy and management skills• Nurture problem-solving capabilities at worksites, etc.

Management training by theme(New)
Global mind development training

Young staff overseas dispatch program(New)
Emerging countries’ legal and labor affairs and accounting training

Japan-China business seminar (as needed)

Chinese conversation course

English conversation course(Compulsory) Leadership (changed from “Selective”)(Compulsory) Labor management(Compulsory) Accounting(Selective) Marketing(Selective) Motivation management(Selective) Counseling(Selective) Presentation(New)
Onsite logistics capability training• Improve onsite operating capability• Acquire knowledge on safety and health, etc.

(New)
Newcomers’ worksite
instructors training• Improve nurturing
capability as worksite
instructors

Training via
dispatching to
subsidiaries oraffiliates

At around the 10th year after joining the Company:

Career development training

Correspondence
education• For future career development• Nurture logical thinking capacity, etc.

At the 6th year:

Autonomy reinforcement training• Nurture an autonomy -focused mind-set by
improving task- accomplishing capabilities

At the 2nd year:

Business skills training(New)
Real estate business training(from fiscal 2012)• Improve interpersonal relationship capability• Understand basic business accounting, etc.

At the 1st year:

Newcomers’ second-half training
Newcomers’ first-half training

Registered customs specialist
examination course• Learn basic knowledge on general corporate operations• Learn basic knowledge on trading practices• Visits to logistics and real estate facilities of the Company• Acquire business manners as a member of society, etc.

Upgrade operational capability

Stratified training

Region-type employee development course:

Basic role: Become familiar with and understandthe characteristics or features and local businessduties of a certain region in preparation for thesmooth fulfillment of corporate operations.
Development policy: Nurture employees via OJTfocused training and rotate jobs so that
employees can become familiar with operatingknow-how in various areas.

(Objective of the common stratified training)• Acquire skills necessary for different levels• Recognize the role required for each level

Healthpromotion, etc.

Selfdevelopment

Life plan
seminar
Healthpromotion
seminar(New)
Onsite logistics capability training• Improve onsite operating capability• Acquire knowledge on safety and health, etc.

(New)
Newcomers’ worksite
instructors training• Improve nurturing capability as worksite instructors

At the 6th year:

Autonomy reinforcement training• Nurture an autonomy-focused mind-set by improving
task- accomplishing capabilities

At the 2nd year:

Correspondence
education

Business skills training(New)
Real estate business training(from fiscal 2012)
Registered customs specialist
examination course• Improve interpersonal relationship capability• Understand basic business accounting, etc.

At the 1st year:

Newcomers’ second-half training
Newcomers’ first-half training• Learn basic knowledge on general corporate operations• Learn basic knowledge on trading practices• Visits to logistics and real estate facilities of the Company• Acquire business manners as a member of society, etc.

Mitsubishi Logistics

Environmental and Social Report 2012 19

■ Fuji Logistics: Conduct in-house training for
employees through its own educational instituteFuji Logistics established Pack’n College in July 2006 as
an in-house educational institute in charge of humanresource development. The training on the knowledge
and skills necessary for logistics operations is offered
thereby (the results for fiscal 2011 are shown in the tablebelow).
The college has two major courses and every course
has faculties by expertise. For example, at the Onsite
Capability Development Faculty, the lecturers address
examples of successful improvements regarding logistics
technologies in the field. At the end of March 2012, a totalof 996 students had attended the course lectures since
the opening of the college.

■ Fuji Logistics: Foster forklift operating skills for the
purpose of safe operation and improving logistics quality● Forklift Competition

Fuji Logistics has held the Forklift Competition every year
since 2005 at different logistics sites with many
participants for the purpose of raising forklift driving skills
and improving driving safety and logistics quality.
In fiscal 2011, the seventh event was held on
Saturday, October 15, at Mie Branch, and 47 operators
participated with about 80 supporters and staff members
from different branches. The safety training program wasfollowed by a comprehensive evaluation consisting of
examinations in academic subjects, an inspection skills
competition and a driving skills competition. The Forklift
Competition is important for the forklift operators who
support front-line onsite logistics operations, and thecompetition has become increasingly high level year afteryear. The competition is useful in disseminating theimportance of safe and secure forklift operations and has
become a mainstay event showcasing Fuji Logistics’contribution to customers.
● Companywide Forklift Qualification Course (“Dojo”)

At the classroom of the Pack’n College■ Results of the Pack’n College courses

Major course(fiscal 2011)

Faculty

Students

Summary of the course

Onsite Capability
Development
Faculty132

Students learn overall skills and theexpertise required in their respective
fields through specific examples.

Working-level Management
staff developPracticement course
Faculty

40

Students learn basic knowledge on logistics
management; mainly for students who arein charge of management operations

Newcomers
Education &Development Faculty10

New employees attend lectures onbasic logistics in an easy-tounderstand manner.

Professional human Center Operaresource developmenttion Faculty
course0

No relevant results for fiscal 2011

Forklift Competition (Mie Branch, Fuji Logistics)

Companywide Forklift Qualification Course(Kitakanto Branch, Fuji Logistics)■ Results of the Companywide Forklift Qualification CoursePlace(fiscal 2011)

Time

Number of students

Kitakanto Branch (Saitama Prefecture)

May 13–14

10

Kitakanto Branch (Saitama Prefecture)

November 11–12

10

Having attended a Pack’nCollege course

Learning at the Companywide
Forklift Qualification Course

Tomoaki Harada, General Affairs
Section, Mie Branch, Fuji Logistics

Kenji Ishikura, Fukuoka Logistics Center
No. 2, Kyushu Branch, Fuji Logistics

I mastered a wide variety of skills ranging
from basic logistics practices such astransportation, packaging and warehousing
to finance and accounting improvement activity (Fujibutsuryu Kaizen
System (FKS)), sales, legal affairs and international logistics. I
participated in exciting exchanges of ideas with participants fromother sectors throughout the training period.
I again reconfirmed the importance and pleasure of continuing
learning, which tends to be forgotten in busy everyday business. I
would like to continue studying and further upgrade my skills.
(A Group company of Mitsubishi Logistics Corporation)

20 Mitsubishi Logistics

Fuji Logistics holds theCompanywide Forklift
Qualification Course event
targeting responsible
persons in the logistics fieldtwice a year for the purposeof preventing forklift-related
accidents and improving
logistics quality (the results
for fiscal 2011 are shown in
the table below). A review
test was conducted after
the course to evaluate theunderstanding level of thecourse content among theparticipants.

Environmental and Social Report 2012

During the course, I learned that theoperation of the forklift currently usedcasually usually can sometimes bedangerous and that it is necessary to be prepared and learn inadvance how to use it safely.
I also learned what is most important when operating aforklift is to employ “pointing and calling” (an occupationalsafety method). As I communicated with my colleagues about
what I learned, all the people at my worksite have come toaddress their jobs with a greater sense of safety.
(A Group company of Mitsubishi Logistics Corporation)

The Environment
Environmental issues are not only local issues of the region where our business bases are located but are also globallyinterconnected. Environmental accountability is a global-level social responsibility that affects the future of people. The
Mitsubishi Logistics Group addresses such environmental issues as the reduction of CO2 emissions as a measure to reduceclimate change, the use of renewable natural resources and contribution to recovery of the eco-system.

Reduction of CO2 emissions as a measure for
reducing climate change■ Certified under the Logistics Efficiency
Improvement Act, we are integrating logistics
bases and reducing the environmental burden.
Obtaining the same certification under the following fourbusiness plans, we made transportation and distribution
systems more efficient by integrating logistics bases forcustomers who used to employ multiple logistics bases,
thereby reducing the number of delivery trucks. Bycollecting customers’ freight and implementing joint delivery,
we reduce emissions of greenhouse gases (CO2),
contributing to a reduction of the environmental burden.
1. Osaka Branch, Sakurajima No. 2 Distribution Center,North Building (Started operation in November 2005)
2. Osaka Branch, Sakurajima No. 3 Distribution Center(Started operation in April 2008)
3. Nagoya Branch, Tobishima Distribution Center (Started
operation in November 2008)
4. Tokyo Branch, Sango Distribution Center, (Started
operation in December 2008)
The Logistics Efficiency Improvement Act (Act on
Advancement of Integration and Streaming ofDistribution Business, implemented on October 1, 2005)
The purpose of this law is to promote operations conducive toefficient logistics and reducing the environmental burden by
integrating logistics bases and conducting transportation,
distribution, storage and logistics processing comprehensively.
Business plans under this law are approved as a comprehensive
efficiency plan and supported by the plan.

■ Through obtaining the Green Management Certification,
we are promoting environment-friendly business activities.
We obtained the Green Management Certification, which
pursues profitability and environmental conservation bypromoting environment-friendly business activities fromthe certification registration organization Foundation for
Promoting Personal Mobility and EcologicalTransportation (abbreviated as “Eco-Mo Foundation”).

■ We not only address the Law Concerning the
Rational Use of Energy but also conduct
energy-saving activities with our tenants ateach business base of the Group.
We strive for energy saving to conserve the global
environment at each business base of the Group.
Our specific energy-saving measures include thefollowing:

1. Monitoring energy volume and CO2 emissions inbusiness activities
2. Review of equipment operating time and operation
methods, and stringent energy-saving measures
such as turning lights off when not in use
3. Investments in construction with consideration ofconservation of the global environment including
moving to a highly energy-saving facility
In fiscal 2011, we undertook more energy-saving
efforts than ever before given the impact of the Great East
Japan Earthquake and the subsequent suspension of theoperation of nuclear plants, which tightened electricity
supply. Especially in TEPCO’s power supply area, asignificant reduction of CO2 emissions was achieved
during the summer of 2011, when an electricity use
restriction order was announced.
Because the Company is a “Designated Business
Operator” under the Law Concerning the Rational Use ofEnergy, we submit a regular report on energy saving anda medium- to long-term energy-saving plan to the
Ministry of Economy, Trade and Industry. At facilities we
own and rent, we are striving to reduce per-basic unit
energy use more than 1% on an annual average.
We also offer our energy use status data to tenants ofour real estate business facilities upon their request,
receive their cooperation and engage in energy-saving
activities together.

1. Certification acquisition status of the Mitsubishi
Logistics Corporation (or the “Company”)
All offices of the Warehousing Business Division
Port and Harbor Operations Division(Part of the container terminals of the Port of
Yokohama and the Port of Kobe)
2. Certification acquisition status of the Mitsubishi
Logistics Group (or the “Group”)
Truck transportation business (Ryoso Transportation
Co., Ltd., and Kyushu Ryoso Transportation Co., Ltd.)and warehousing business (Kusatsu Soko Co., Ltd.,and the Warehousing Business Division of Monryo
Transport Corporation)
Mitsubishi Logistics

Environmental and Social Report 2012 21

Eco-Friendly and Disaster-Resistant Warehouses
The Environment Voluntary Plan, which the Company
formulated in 2009, sets a target reduction of CO2
emissions from new facilities of 30% compared with the1990 level. Since the Great East Japan Earthquake,disaster-prevention functions are being increasingly
demanded from warehouses, which are the logistics
infrastructure. We will adopt earthquake-resistant structuresthat exceed the level stipulated in the conventional Building■ We Develop Eco-Friendly andDisaster-Resistant Warehouses.

To enhance the usefulness of our facilities in the warehousingbusiness, that have very important public functions, we
promote the construction of Eco-Friendly and DisasterResistant Warehouses with improved environmental efficiency
and disaster countermeasures.
The Company is advocating a new concept of Eco-Friendly
and Disaster-Resistant Warehouses in the construction of newwarehouses. Based on the Company’s innovative designconcept, which features high environmental efficiency anddisaster-prevention functionality, we will develop Eco-Friendly
and Disaster-Resistant Warehouses as a new standard forwarehousing facilities for the purpose of maintaining aneffective and stable supply chain as social infrastructure evenduring a disaster, while curtailing the environmental burden.
Specifically, we aggressively promoted measures to reduce
CO2 emissions and the environmental burden such as installing
solar power generation facilities, adopting LED lighting andintroducing highly efficient air conditioners. We also adopted
earthquake-resistant design that exceeds the requirements set
by the Building Standards Act, installed emergency power
generators and installed transmitter/converter facilities on
upper floors in regions where flooding is expected. With suchhigh disaster-prevention functionality, even at the time of alarge-scale disaster, the decline of functionality of thewarehouses can be minimized.
The Company started construction of Ibaraki No. 3
Distribution Center (Ibaraki City, Osaka Prefecture) in
November 2011, Daito Distribution Center (Daito City, Osaka
Prefecture) in March 2012 and Misato No. 2 Distribution Center(Misato City, Saitama Prefecture) in April 2012, all of which are
Eco-Friendly and Disaster-Resistant Warehouses that arescheduled to be completed in fiscal 2012.
In particular, at the cutting-edge Misato No. 2 Distribution
Center, we are increasingly promoting environmental measuresby adopting the Company’s largest-scale (530-kW) solar power
generation facilities and LED lighting throughout the entire
building and Low-E glass (heat-shielding high thermal
insulation glass) for the offices.

22 Mitsubishi Logistics

Environmental and Social Report 2012

Kenji Irie, General Manager,
Technical Division

Standards Act for our new warehouses. In addition, by
reinforcing measures to address water hazards and electric
power failures and reducing CO2 emissions by 40%
compared with the 1990 level, which is a percentage evenlarger than stated in the Environmental Voluntary Plan, we
will further reinforce disaster-prevention functions andenvironmental measures, thereby developing Eco-Friendly
and Disaster-Resistant Warehouses.

■ Status of facilities and equipment of Eco-Friendly and Disaster-Resistant Warehouses
HighSolar
Name of the Schedule
Efficiency Air Emergency
LED
Power
Distribution
forLighting Conditioning Generator
Center Completion Generation
Equipment

Ibaraki No. 3
Distribution 2012/10
Center
Daito
Distribution 2012/12
CenterMisato No. 2
Distribution 2013/2
Center

Low-E
Glass

Kyodo-no Electric Car
Mori
Charging(Note)
Stand

350kW

Entirebuilding

◯

◯

◯

◯

◯

85kW

Part of thebuilding

◯

—

—

—

—

530kW

Entirebuilding

◯

◯

◯

◯

◯

Note: Area for planting a dense array of trees mainly including locallygrown trees for biodiversity

Rendering of Ibaraki No. 3 Distribution Center

Roles of Eco-Friendly andDisaster-Resistant Warehouses
Tetsuya Terada

Business Section, Warehousing Business Division
The design concept for warehouse facilities
has been evolving each year. Although theemphasis was previously on efficient storage
and cargo sorting, at the Eco-Friendly and Disaster-ResistantWarehouses, we returned to a public function, which is the original roleof warehouses. We focus on the social aspect of warehouses, which
continue to function as a core of the supply chain in the event of a largescale disaster. Even though all warehouses may look the same fromoutside, the Company develops innovative warehouse facilities andEco-Friendly and Disaster-Resistant Warehouses, which are
simultaneously part of the social infrastructure that contributes to society.

■ To address global environmental issues, theGroup is striving to reduce its environmental
burden throughout its logistics business activities.
The Fuji Logistics Group, headed by Fuji Logistics Co.,
Ltd., recognizes the importance of corporate social
responsibility and being a good corporate citizen in global
society. Regarding efforts for protection of the global
environment as a management issue, we offer humanand environment-friendly logistics services and contributeto achieving a recycling-oriented society.
Under this basic philosophy, we are promoting
activities conscious of environmental conservation in all
our business activities under the medium-term
management plan of Fuji Logistics Co., Ltd. The core
mission stated in the basic philosophy is comprehensive
logistics innovation, offering customers’ logistics solutions.
In environmental improvement activities, Fuji Logistics
Co., Ltd., based on the recognition that the company itself
is influencing the global environment by consuming
resources and energy, emitting waste, automobile exhaustgas and offering wrapping and packaging materials,
promotes measures to prevent global warming andintroduces environment-friendly logistics equipment andfacilities as a priority theme for environmental
management. Specific cases under this theme include thefollowing:● Promotion of measures to prevent global

warming (Environmental measures by
establishing partnerships among customers)

Some customers have problems such as “My client’s
plant is located inland. Shipment of a marine container toa harbor using a trailer emits a high volume of CO2, whichis harmful to the environment.” In negotiation with acustomer that had this problem, Fuji Logistics conducteda hearing and an onsite investigation. Based on the
results, the company introduced the following optimaltransportation method.
∙ Shorten the transportation distance to the client’s plantby procuring a marine container from an inland depot.
∙ From the client’s plant, via a container yard locatedinland, shift from the use of a trailer to using rail fortransport to a harbor.
By conducting these measures in cooperation withcustomers, we will contribute to reducing CO2 emissions
and costs.

● Promote the introduction of environment-

friendly logistics equipment and facilities(Introducing electric forklifts)■ Number of forklifts installed
Number of
forklifts (A)Number of electric
forklifts (B)Sapporo Office22Electric forklifts introduction ratio(B/A) %
100

Tohoku Office

5

3

60.0

Kita Kanto Branch

57

27

47.4

Tokyo Branch

26

20

76.9

Keihin Branch

23

20

87.0

Kawasaki Branch

12

2

16.7

Matsumoto Branch

35

24

68.6

Chubu Branch

9

6

66.7

Suzuka Branch

38

16

42.1

Mie Branch

42

7

16.7

Kansai Branch

21

20

95.2

Kobe Branch

2

2

100

Kyushu Branch

11

10

90.9

283

159

56.2

Name of the business base

Total

Striving to Reduce theEnvironmental Burden
Tomohiro Inui

International Division, Fuji Logistics Co., Ltd.
Customers’ awareness of theenvironmental burden is high. To copewith their needs, we think about
environment-friendly logistics operations with customers on adaily basis and make proposals.

(Fuji Logistics Co., Ltd., is a Group company of Mitsubishi Logistics Corporation.)■ We are conducting environment-friendly
energy-saving activities at container terminals.
At container terminals, we offer high-quality port logistics
that address customer needs and conduct environmentfriendly energy-saving activities. We made operations
more efficient through the optimal allocation of containers
and reviewed equipment operation methods such as
idling reduction and integrating operational floors, thereby
reducing energy
use. We also hold aworkshop for ecodriving andinspected thelighting used in
offices.

Inspection of the lighting used in offices (Yokohama
Branch, Minamihonmoku Office)Loading a container onto a train

Arrival at the Tokyo freight terminal station

Mitsubishi Logistics

Environmental and Social Report 2012 23

■ Ryoso Transportation Co., Ltd. obtained GreenManagement Certification in its trucking business,
striving for environmental conservation.

Ryoso Transportation Co., Ltd., a trucking company of
the Mitsubishi Logistics Group and the center of theGroup’s trucking division, obtained the GreenManagement Certification from the Eco-Mo Foundation at
all six of its branches and seven operational bases and is
striving to reduce the environmental burden.
In fiscal 2011, Ryoso Transportation improved gas
mileage by 5.7% compared with fiscal 2006.
● Measures to improve gas mileage and reduce

emissions of air pollution substances

We are promoting eco-driving such as idling reduction,
avoiding sudden starts or sudden acceleration andrunning at an economical speed to improve gas mileage
and reduce emissions of air polluting substances such as
CO2, NOx and particulate matter (PM).
To keep emissions, including CO2, NOx and PM, at an
appropriate level, adequate vehicle inspection andmaintenance depending on usage are necessary. With
our own standards for inspections and maintenance suchas tire air pressure adjustment and change of air filtersand engine oil, we conduct environment-friendly
inspections and maintenance.
● Introducing low-pollution vehicles

Most business-use vehicles owned by Ryoso
Transportation Co., Ltd. have diesel engines. Given the
recent dramatic improvement in the exhaust gas
performance of diesel vehicles, for vehicle replacement,
we adopt low-pollution vehicles that meet the latest
restriction values of gas emissions.
● Promotion of Green Purchasing such aspurchasing recycled tires

Green Purchasing is demanded from business operators,
and we choose to purchase products and services withless environmental burden. At Ryoso Transportation Co.,
Ltd. we are aggressively purchasing eco-mark products
such as retread tires (Note), eco-stationery andenvironment-friendly office equipment.
Note: Tire with new rubber pasted on a used base tire
Compared with new tires, retread tires use a reduced
volume of petroleum in their manufacture and help reduce
the number of disposed tires. Retread tires are“designated procurement items” under the Green
Purchasing Law.

■ Change of total gas mileage of all operational sites (fiscal 2006 to fiscal 2011)

Vehicles forbusiness use(Unit: km/L)

Fiscal
2006

Fiscal
2007

Fiscal
2008

Fiscal
2009

Fiscal
2010

Fiscal2011

2.45(100.0)2.53(103.1)

2.59(105.6)

2.63(107.5)

2.58(105.5)2.59(105.7)

Parentheses indicate index numbers setting the mileage for fiscal 2006 to be 100.0.
114
112
110
108
106
104
102
100
98
96
94

105.6

107.5

103.1

105.5

105.7

2010

2011 (Fiscal year)

100.0

2006

2007

2008

2009

■ The Tokyo Dia Building was certified as a Near-TopLevel Facility under the Tokyo Metropolitan
Environmental Security Ordinance.
The Tokyo Dia Buildings Nos. 1–5 were certified as a Near-TopLevel Facility that have made excellent progress in theimplementation of measures against global warming under the
Tokyo Metropolitan Environmental Security Ordinance. (Note)
Following the certification we received in the previous fiscal
year for the Eitai Dia Building, this was our second certification
as a superior facility.
By being certified as a Near-Top-Level Facility, themandatory greenhouse effect gas discharge volume reduction
ratio requirement for the Company has been reduced by 25%.
Among the facilities of first section to be certified in fiscal
2011 as Categories for Top-Level Facilities, the Tokyo Dia
Buildings Nos. 1–5 are aged buildings, given that the No. 1
building was completed in 1973 and No. 5 in 1990. However, we
replaced old equipment with equipment that has a high energysaving effect at the time of facility renewal and we continued
efforts for the reduction of CO2 emissions at a high standard incooperation with our tenants. Such efforts were appreciated andthese buildings were certified.

1. Matters related to general management

A CO2 reduction promotion meeting is held every month that includes
administrative companies and addresses issues related to energy-use
status and management, facility renewal and maintenance.

2. Matters related to the performance of buildings and facilities

T he Company engages in aggressive measures to reduce the environmental
burden such as the use of ice thermal storage (No. 1 building), adoption ofregional air conditioning and heating (No. 5 building), renewal with highly
efficient lighting, adoption of under-floor office air-conditioning equipment,
use of rainwater and reuse of wastewater.

3. Matters related to facility operation

Thorough facilities management is being conducted 24 hours a day, 365
days a year by resident facility engineers.

Note: In fiscal 2011, the Tokyo Metropolitan Government
certified nine Top-Level Facilities and nine Near-TopLevel Facilities, totaling 18 facilities. Since the beginningof the Excellent Specified Global WarmingCountermeasure Office certification system, a total of 70
business bases have been certified.
24 Mitsubishi Logistics

Environmental and Social Report 2012

Working to have our facility
certified as Categories for
Top-Level Facilities
Nobuyuki Mandai

Technical Team, Technical Division
To have our facility certified as Categories for
Top-Level Facilities under the Tokyo Metropolitan
Environmental Security Ordinance, evaluations on various energy-savingrelated items must meet certain standards. Document examination and an
onsite inspection must be completed by a Tokyo Metropolitan Government–
approved third-party validation organization before applying for certification
with the Tokyo Metropolitan Government. For the Tokyo Dia Buildings, it took
two years to get certified from the initial application in fiscal 2010. We believethat the successful certification at our aged facilities was a result of thecapabilities of Mitsubishi Logistics Corporation and its Group company Dia
Buil-Tech Co., Ltd., which maintains and manages various facilities andequipment and has been highly evaluated.
In the future, we will regularly verify the effect by PDCA cycle and makethorough efforts to maintain the certification.

■ We are promoting environmental conservation
not only at our operational sites but also at offices.

Use of renewable resources■ Adopted LED lighting for the Mosaic Garden Big
Ferris Wheel of MOSAIC KOBE HARBORLAND.
The Mosaic Garden Big Ferris Wheel was established in
1995 as a venue to pray for restoration from the Great
Hanshin earthquake and has been loved by Kobe citizens
and tourists from around the world. To contribute tosolving environmental issues, in fiscal 2011, we
conducted a renewal by eliminating the neon tube lighting
and entirely adopting LED lighting.

1. Environmental burden reduction effectReduced annual electricity use for lighting and CO2
emissions by approximately 80%.

2. Silhouette illumination*
We were the first in Japan to adopt a silhouetteillumination function that visualizes silhouette
animation by controlling approximately 120,000 LED
lights by computer. The silhouette illumination also
has a function to display letters for information on
events to be held in Kobe.
*Computer-controlled technology to display silhouette images
with movements on the illumination of the Ferris Wheel.

● Efforts at the Company’s head office

Mitsubishi Logistics
Corporation’s
Edobashi Soko
Building
We sold the power
generated byincinerating industrial
waste (waste plastic)
discharged from theCompany’s head officeand trunk room topower companies,
thereby reducing
power companies’
power generation
volume and CO2
emissions. This effort
ended in September
2011 due to our
relocating to a different
building.

CO2 emission reduction
for fiscal 2011: 5t-CO2

An overhead view of MOSAIC KOBE HARBORLAND

CO2 emission reduction certification(fiscal 2011)● Promotion of summertime energy saving

We strive for energy saving through the Cool Biz
campaign to set a cooler temperature at offices of 28°C
during summertime (May through October 2012)
throughout the Group.

LED lighting(silhouette hen)

● Promotion of Green Purchasing of stationery

and other office supplies

When we purchase office supplies, we not only consider
quality and price but also choose products with lessenvironmental impact—Green Purchasing.

LED lighting (silhouette dolphin)

Mitsubishi Logistics

Environmental and Social Report 2012 25

■ We are expanding the use of the electric car i-MiEV
manufactured by Mitsubishi Motors Corporation.
As a specific measure to control the environmental burden,
we formulated the Environmental Voluntary Plan as one
measure to promote the replacement of gasoline cars that
emit much CO2 with electric cars having less CO2 exhaust.
We have formulated an electric car introduction planconsidering the use of various subsidies for electric cars
and the completion status of the relevant infrastructure
including high-speed charger equipment. As a result, in
fiscal 2011 we introduced five electric vehicles in ourstores, with 14 electric vehicles now in use.

■ Solar power system is in operation.
Based on the Environment Voluntary Plan that stipulates
specific measures for environmental conservation, we areoperating a solar power generation system on acontinuing basis and increasing total power generation
volume steadily. In fiscal 2011, we promoted facility
expansion for aggressive new development.
■ Status of introducing a solar power generation facility
Installation (year/month)

Installation place and output

April 2004

Tosu Distribution Center, Saga

10kW

December 2009

Yokohama Dia Building, Kanagawa

90kW

January 2011

Misato Distribution Center, Saitama

50kW

October 2012 (Scheduled)

Ibaraki No. 3 Distribution Center, Osaka

350kW

December 2012 (Scheduled)

Daito Distribution Center, Osaka

85kW

February 2013 (Scheduled)

Misato No. 2 Distribution Center, Saitama

530kW

Yokohama Branch, Minamihonmoku Office:
two i-MiEV deployedContribution to the recovery of the eco-system■ As a reforestation partner in Kanagawa
Prefecture, we conduct volunteer activities
and donation-based forest improvement.

Charging the i-MiEV■ Status of introducing electric cars
Fiscal year

Number of cars introduced

Fiscal 20095

Fiscal 2010

4

Fiscal 2011

5

Total number of cars introduced

14

The i-MiEV is really good.
Toru Nishi

General Manager, Yokohama Branch,
Minamihonmoku Office
Two i-MiEVs are used at the
Minamihonmoku Office. The i-MiEV runs
like a gasoline car, but it is quiet anddoes not emit exhaust gas. I feel proudof and satisfied driving the i-MiEV, knowing that I am doing theright thing for the environment. This car is so cute that it draws
the attention of passersby and other cars. Above all, the bestthing is that this car has low fuel costs. It is easy to charge thecar. The i-MiEV is best for a company-use car that usually has
no passengers or for driving short distances.

26 Mitsubishi Logistics

Environmental and Social Report 2012

Joining the “Reforestation Partner” system of Kanagawa
Prefecture as a measure to address the global
environment from the aspect of biodiversity, Mitsubishi
Logistics Corporation started activities in April 2011.
In November 2011, attended by 32 executives andemployees of the Head Office, the Tokyo Branch and the
Yokohama Branch, we conducted our first forestation
activity near the prefecture-run activity site of a forest
near Tanzawa Lake. We received an explanation on thepreservation of the natural environment from a forest
instructor approved by the Kanagawa Prefectural
Government, thereby improving the awareness ofenvironmental issues among the attending executives
and employees.
In June 2012, a second forestation activity (treethinning and observation of nature) was conducted at thesame site as the first one, attended by 37 executives andemployees from the Head Office, the Tokyo Branch andthe Yokohama Branch by the forest instructor, incooperation with the Kanagawaken Shizenkankyo Hozen
Center.
The participants were divided into four groups. The
first group observed nature and the other three did tree
thinning. In tree thinning, after being strictly trained toensure safety, the participants manually removed fivetrees that were almost 20 meters tall. The natureobservation group strolled around Tanzawa Lake and its
upstream rivers, received an explanation of the current
status of the forest and enjoyed naturally grown fruit.
CO2 absorption volume increases by photosynthesis
in forests that are improved by the Company’s volunteersand donations, for which the Company was given a forest
CO2 absorption calculation statement, according towhich the calculated CO2 absorption volume for theperiod from April 1, 2011 through March 31, 2016 was
247t-CO2 .
For our efforts, Mitsubishi Logistics was given a letterof appreciation from the governor of Kanagawa
Prefecture.

Participating in a forestation activity
Yuki Yamagishi,
Business Dept., Yokohama Branch
From my experience participating in theforestation activity, I realized that we need tocontinue forestation activities for a significant
period of time to preserve the forest of Tanzawa,
which is also a water source. It takes at least 60 years for a tree to grow. Likea marathon relay race, we need to pass a baton from the parents to theirchildren and to their grandchildren. Connecting generations with the passingof a baton, we want to preserve Tanzawa forest with our hearts united as one.
Because I have been interested in the global environment and energy
saving for a long time, the instructor’s explanation such as the importance oftree thinning and the use of lumber after tree thinning was intriguing and I
learned a lot.

Ceremony to present a letter of appreciation from thegovernor of Kanagawa Prefecture

Forest CO2 absorption volume calculation statement

Ensuring safety when a tree falls

During tree thinning

Tree falling moment

Making coasters

Photo shoot of all participants in front of the sign “Mitsubishi Soko-no Mori”

Nature observation

Mitsubishi Logistics

Environmental and Social Report 2012 27

Fair Operating Practices
We earn trust from society by fulfilling our responsibilities regarding ethical activities. By conducting fair and open competitionin our activities, we can showcase our compliance to society.
With our continuing fair operating practices, we recognize the issues of appropriate management of information andcompliance with laws and regulations such as the Subcontracting Law and the insider trading prevention law and strive toestablish a foundation of trust from society.
Prohibition of unfair advantage in competition andpromotion of fair and open competition■ We conduct training concerning compliancewith the Subcontracting Law and theprevention of insider trading.
From April through May 2011, we conducted training
related to the Subcontracting Law for all operationalbases of the Company. All 95 employees who are in
charge of implementing the Subcontracting Law fromeach division attended the training, where the purpose of
the law, the range of application, responsibility andprohibited matters were detailed and discussed based on
actual cases using videos. In February 2012, we
conducted training related to the prevention of insider
trading for 25 new employees.

■ We focus on information security to provide
high-quality and secure services for customers.
To provide best services that customers can use whilefeeling safe and secure, the Company formulated various
rules related to information systems. We havedisseminated our information security policy to all
employees.
In fiscal 2011, we conducted a questionnaire withregard to Web site information security in January 2012,
thereby raising the awareness of information security
among the 1,450 people who answered thequestionnaire.

Management of Information Security
1. Security of customer information (personal
information)
2. Security of intellectual property rights
3. Confidentiality obligation
4. Compliance with laws and regulations, obligation ofcompliance with regulations and penalties
5. Management of information assets
6. Formulation of security measure standards(Development standard, management
standard, outsourcing standard)
7. Monitoring and supervision
8. Protecting systems from computer viruses
9. Access authority control
10. Information security education

28 Mitsubishi Logistics

Environmental and Social Report 2012Management of Network Security
1. Management of connection to ML-net(In-house network)
2. Rules for e-mail use
3. Rules for dispatching information
4. Rules for connection with networks outside theCompany

To ensure the smooth business activities of the Company,
we formulated specific compliance matters as to the use
and management of the in-house network. Also, we
appoint a LAN manager from each branch’s information
system section and OA promotion staff from the relevant
section of each division that uses the network, ensuringsafety and the effective use of the in-house network.
In addition, we formulated the “personal information
protection policy and rules” and a “manual to address
information system disasters” as complete measures toprotect customers’ assets and address information
system failures and natural disasters.
To ensure continuous use of the information systemeven during an emergency, we continually review thecontent of information system failures and disastercountermeasures and provide training.
For part of the operations of the Tokyo Branch trunk
room office and at DIA SYSTEMS CORPORATION (oursubsidiary to develop and manage our information
system), both acquired ISO27001 certification, aninternational information security management systemstandard, and receive periodic evaluation by a certifying
organization-approved third-party organization, thereby
striving to improve our information security.

Consumer Issues
Although the Mitsubishi Logistics Group does not have many opportunities to directly contact consumers in its businessactivities, we regard it as a foundation of our business activities to offer high-quality services to earn customer trust and torespond to customers’ expectations as a member of the supply chain and value chain. Moreover, we think it is an importantsocial responsibility to maintain the provision of services to avoid the disruption of consumption even after the occurrence of alarge-scale natural disaster.
As a consumer issue, to fulfill our mission as a logistics and real estate business operator relied on by society, we intend topromote measures to address disasters to continue to provide socially and environmentally useful and high-quality services
and maintain service functions even during emergencies.
Provision of socially and environmentally beneficial
high-quality services■ We will continue to promote the improvement of quality,
aiming to be a company that enhances the quality of
our customers’ products.
The Mitsubishi Logistics Group continues to promote its
various efforts tenaciously to improve the quality ofservices to get acknowledged by customers as aconstantly reliable partner.

■ Each operational base and affiliated company conducts
specific quality improvement measures.
To offer high-quality services, the Mitsubishi Logistics
Group conducts daily efforts to improve the quality ateach operational base and affiliated company. Some ofthese measures are as follows:■ Measures taken at branches and Group companies
Branches and Group
companies● We aim for high quality from the customers’ perspective.

Tokyo Branch

To become a corporation that is continuously chosen bycustomers, we conduct business activities based on
ideas and actions from the customers’ perspective. To
achieve customer satisfaction, we have broadened theframework of quality enhancement to include the qualityof operations, business duties and the corporation itself.
Moreover, to ensure trust from customers, we will build
on our efforts at ensuring good quality to become acorporation that can boast “quality” as its strength.

Yokohama Branch● Our Quality Declaration has been disseminated.

We distributed “Our Quality Declaration” printed onmouse pads and cards to all employees of the Mitsubishi
Logistics Group. The declaration has been added to theagendas of our various in-house training sessions tofurther disseminate it.

Nagoya Branch
Osaka Branch
Kobe Branch
Fukuoka Branch
Ryoso Transportation
Co., Ltd.
Mitsubishi Logistics
America Corporation
Kinko Service Co.,Ltd.
Keihin Naigai
Forwarding Co., Ltd.

Content of measures
Shared accident information and temperature survey results data using apharmaceutical database.
Implemented 4S activities and accumulated know-how about quality
management methods.
Logistics quality management groups worked hard and improved business
operations and raised operational efficiency.
Implemented a meeting to enhance safety and quality mainly with regard
to logistics for pharmaceutical products.
Conducted 4S activities and activities to improve the quality of the trucking
business.
Prevented accidents by verifying the content of operations during periodic facility
patrols.
Conducted safety patrols including trucking subcontractors’ sites to prevent accidents
and raise the awareness of safety.
Standardized and improved services by operation sharing.
Conducted 4S activities to improve quality and productivity.
Collected requests for operational improvements from employees anddeveloped effective measures throughout the Company.

● We connect employee satisfaction to customer satisfaction.

To offer high-quality services to customers, we regard
Employee Satisfaction (ES) as an indispensable element.
By monitoring actual situations via questionnaires andother measures, we strive to enhance the motivation ofeach employee.
We believe that creating a good work environment
where employees can engage in business activities withconfidence and contact customers with a smile will
eventually lead to Customer Satisfaction (CS).

■ The Warehousing Business Division has
quality management groups.
At the Warehousing Business Division, for the purposesof maintaining and improving the quality of businessactivities of the entire Division, the Head Office and allbranches have a quality management group. We prioritize
the improvement of the quality of business activities at
pharmaceutical products distribution centers, complete
operational documents and share information on various
measures. Following this, we improve the quality at foodand beverage logistics centers, aiming to enhancecustomer satisfaction.

Pharmaceuticals database screen (Tokyo
Branch)Operation of pharmaceuticals database
screen (Tokyo Branch)■ We are promoting daily continual improvement
by Fuji Logistics’ Kaizen system (FKS).
At Fuji Logistics Co., Ltd. we have learned methodologies
to improve logistics using the Toyota production system(TPS) of TOYOTA INDUSTRIES CORPORATION.
Changing the system to FKS, we develop Fuji Logistics’innovative processes that help improve customers’
logistics. Under the slogan of “Continuous Daily
Improvement,” we conduct activities to standardize
operations using operational procedure manuals, enhancetransparency and manage operations on a daily basis,
thereby helping all employees find wasteful operations on
their own and improving efficiency.
As educational training, FKS Dojo, which emphasizes
apprenticeships, the results of which for fiscal 2011 are
as follows, and Fuji Logistics’ in-house Pack’n college forbecoming a professional of logistics among others, havebeen implemented to improve the capabilities of all
employees.
Mitsubishi Logistics

Environmental and Social Report 2012 29

■ Results of the training at FKS Dojo (Fiscal 2011)
Name of the training
Targeted employees
Number of training sessions Number of participants
Training for new employees
New employees
110
Follow-up training
2nd to 3rd year employees
230
Leader training
Chief ~ Core employees
17Training for section chiefs
Executives
2
27

Kaizen team presentation meeting■ We implemented disaster prevention training.
To take the initial measures to prevent disaster damage from spreading,we organized a self-defense disaster prevention squad for each building.
We enhance actual effectiveness by implementing disaster training twicea year. In addition, to teach emergency measures, we implemented
large-scale disaster measure training that mandates all employees’
participation, thereby reinforcing the disaster countermeasure system.
The training involved safety confirmation by use of a mobile phonesafety confirmation service, training for restoration from disasterdamage, walking the evacuation route and using MCA wirelesscommunication. Moreover, by monitoring via an emergency earthquake
quick reporting system, we strive to address crises before they happen.

After improvement efforts

Learning at the FKS Dojo
Naoki Okamura

Saitama Distribution Center, Kitakanto Branch
Fuji Logistics Co., Ltd.
I work for a logistics center adjacent to Fuji
Electric Co., Ltd.’s Fukiage Factory, which has
approximately 80 workers. At the center, I am incharge of onsite management. Fully using theimprovement know-how that I learned at the FKS Dojo, all other employees areworking for improvement.
In the improvement activities, we aim to improve productivity withoutcompromising safety and quality. And such improvement activities arecontinuing. Based on the past results of our activities, we intend to strive toreinforce onsite capabilities.
(A Group company of Mitsubishi Logistics Corporation)

Disaster prevention training led by a self-defense disaster prevention squad (Tokyo Dia Building)■ We implemented joint training for earthquake measures.
In December 2011, via the joint efforts of the Head Office and the
Fukuoka Branch, we implemented training for earthquake measures inwhich 30 executives and employees participated. This training, which
took a few days, simulated the first few days after the occurrence of alarge-scale earthquake with a seismic source at Fukuoka City. Our Head
Office, branches and actual worksites collaborated, and specificmeasures were demonstrated at actual sites. Furthermore, learning fromthe Great East Japan Earthquake, we reinforced and added rescue
measures and tsunami countermeasures. We verified the roles of eachdepartment and operational site, determined the status judgment criteria
and integrated information management.

Promotion of disaster measures to maintain service functions■ We are working on crisis preventive measures and measures toaddress crises promptly and effectively in case of such occurrence.
The basic purpose of our crisis management measures isto predict various crises that can seriously affectcorporate management, prevent such crises and, in caseof occurrence, address the crises quickly and effectively
to minimize damage to human and physical management
and restore the normal operational structure quickly. In
particular, with an aim to become disaster resistant insoftware and hardware, we have developed “Disasterresistant eco-warehouses.”

To fulfill corporate social responsibility,
1. Ensure the safety of employees, their families and related people;

2. Preserve corporate facilities (e.g., the Company’s warehouses,
buildings and facilities) and the freight received; and3. Strive to quickly restore and continue operation.

To respond to trust in our corporation from society,
1. Strive to avoid adverse effects to stakeholders (customers,

shareholders and business partners), and
2. Contribute to the quick stabilization of local communities.

30 Mitsubishi Logistics

Environmental and Social Report 2012

Joint training for earthquake measures (Fukuoka Branch office)Chuo Futo Office, Fukuoka Branch

I participated in the training
as staff at our officeHiroaki Koga

Chuo Futo Office, Fukuoka Branch

I participated in the training as staff at our
office. While news was being continuously
aired from a TV, we practiced assessing
the disaster damage status, formulating
countermeasures, reporting to the countermeasure headquarters
via MCA radio and other practical things. There are many things
to do if an earthquake really occurs. I felt that it was importantthat we be proactive in our preparation.

We are conducting large-scaledisaster simulation training.

■ Technical Division: We contributed to the early
restoration of the logistics infrastructure, whichis indispensable for customers, by providing
secure warehousing facilities.
Since the Great Hanshin earthquake, which occurred in
1995, the Company has adopted earthquake-resistant
structures that exceed the level stipulated in theconventional Building Standards Act for its new warehouses.
At the Sendai Distribution Center (Sendai, Miyagi),
which has adopted the structure, even though the Center
was hit by an earthquake registering just over 6 on theJapanese intensity scale known as the Great East Japan
Earthquake, followed by a tsunami, there was almost no
damage to the building structure and facilities. In addition,
because the Center’s electric room was on its third floor
as a precaution for a large-scale water hazard, the powerreceiver/transformer equipment was intact making thefacility’s restoration quick. An electric room is usually on
an outside ground area or on the first floor of a building.
The Company has a long history of nurturing disasterprevention efforts, which we believe has led to ourmeasures to ensure safety, contributing to the early
restoration of our logistics infrastructure, which isindispensable for stable economic activities and society.

The view of the whole Sendai Distribution
Center (June 2012)

Yukio Tobe

Deputy General Manager,
Business Solution Division
DIA SYSTEMS CORPORATION
To take swift measures at the occurrence of adisaster, the Company conducts business continuation training regularly. At
the training in March 2012, 25 employees of the Company (30% of the total
number of employees of the Company) came to work on a holiday. In close
liaison with the Information System Department of Mitsubishi Logistics,
taking four hours, they practiced verifying the safety of related people,
checking system operation and collecting disaster-related information.
I realized the importance of flexible judgment and the instructions of
the disaster countermeasure headquarters given the actual occurrence of adisaster.
(A Group company of Mitsubishi Logistics Corporation)■ We transported support/relief goods and supplies toeach disaster-afflicted region in an effective response
to customer requests.
After the Great East Japan Earthquake, when a customer
cooperated with the UN World Food Programme (WFP)
by providing free transportation of support/relief goods
and supplies, we helped them with the transportation of
those goods to the domestic destinations. We unloadedcargo at the port and transported the goods to eachdisaster-afflicted area, completing the transportation of all
support/relief goods and supplies without trouble.

The electric room on the third floor■ We strengthen the information system crisis
management structure to address disasters
and other crises.
Learning from the sudden blackouts and rolling blackouts
caused by the Great East Japan Earthquake, we are
implementing various measures and training to ensure thesafe operation of our information system at all operationalsites.
● Measures and training(1) Revised our information system disastercountermeasures.
(2) Prepared energy-saving methods and measures forblackouts (compiled a manual to address blackouts
and conducted training).
(3) Conducted disaster countermeasure training at sites
including the information system-related subsidiary.
● Actual results(1) We are planning dual systems for our network andmission-critical information systems.
(2) Verified the proper installation of UPS (uninterruptible
power supply) for each computer device and pieceof equipment, compiled a manual to safely suspend
the system at the time of rolling blackouts andconducted related training.
(3) Conducted disaster countermeasure training inMarch 2012.

Loading support/relief goods on our truck■ Voluntary transportation services we have provided so far
MonthFreight

April

Foods

May

Foods

June

Foods

Destination(1) Miyagi Prefecture(1) Miyagi Prefecture (2) Iwate Prefecture (3)Fukushima Prefecture(1) Iwate Prefecture (2) Kanagawa Prefecture(3) Miyagi Prefecture■ To effectively address customers’ business
continuation, the Company secured alternative
facilities at warehouses in the Sendai region.
The Great East Japan Earthquake caused damage to the
Sendai factory of our customer and an export depot run by
Naigai Forwarding Co., Ltd., a Group company handlingexport operations. As the factory was restored, the customer
requested that export operation be resumed. However,
because the operation of harbor facilities at the port of Sendai
were suspended due to the disaster, we secured an alternative
depot in Chiba Prefecture to shift exports from the port of
Keihin, thereby quickly helping the customer resume
operation. For this contribution, Naigai Forwarding Co., Ltd.,and Tohoku Ryoso Transportation Co., Ltd., also a Group
company, both received a letter of appreciation from theircustomers.
Mitsubishi Logistics

Environmental and Social Report 2012 31

The Company proactively cooperates with thesecouncils’ activities, and its seven warehouses nationwide
were designated as regional support/relief goods logistics
bases. To prepare for a future large-scale disaster, we, asa warehousing business operator, will thoroughly prepare
well to fulfill our public role.
The disaster-afflicted Ninokura warehouse of Naigai Forwarding Co., Ltd.

■ The Company’s seven facilities were designated by the
Ministry of Land, Infrastructure, Transport and Tourism
as support/relief goods logistics base facilities.
Learning from its reflections on the Great East Japan
Earthquake, the Ministry of Land, Infrastructure, Transport
and Tourism failed to deliver support/relief goods andsupplies smoothly to the afflicted areas and has decided
to establish a supply goods logistics system that caneffectively function across the Kanto, Tokai, Tonankai andNankai areas, all of which have concerns of a large-scaledisaster in the future.
As a specific measure, an advisory conference washeld, attended by experts, logistics business operatorsand people related to industry organizations among
others. Logistics for the efficient and smooth delivery of
support/relief goods to the afflicted areas at the time of adisaster was discussed as many as three times. On
December 2, 2011, a report titled “Basic concept on the
support/relief goods logistics system” was compiled.
Mr. Watabe, then General Manager of the
Warehousing & Distribution Business Division of theCompany, was requested by the Ministry of Land,
Infrastructure, Transport and Tourism to become acommittee member of the advisory conference. Mr.
Watabe attended the conference three times and actively
commented on the ideal logistics for the delivery of
support/relief goods from the perspective of awarehousing business operator.
To implement a policy to fully utilize our expertise andprivate logistics business facilities as outlined in thisreport, regions where a large-scale disaster is foreseen
were divided into four blocks. The Transport Bureau ofeach region became asecretariat, a council wasestablished in each blockand active discussion
proceeded at the regional
level.
As a result of thesecouncils’ activities, in midMarch 2012, 395 private
Osaka Branch Sakurajima No. 1 Distribution
Centerfacilities nationwide were
designated and announced
as support/relief goods
logistics bases in the eventof a large-scale disaster. In
addition, measures arebeing taken to conclude adisaster countermeasureagreement with local
Yokohama Branch Daikoku Warehouse C
communities and logistics
business organizations.

32 Mitsubishi Logistics

Environmental and Social Report 2012

■ Seven facilities designated as support/relief goods logistics bases
Council

Kanto Block

Tokai Block

Kinki BlockArea used forYear/month/date transportationofof construction support/relief goods

BranchFacility nameTokyo

Aomi No. 1
Distribution Center

1997/61,000m2

Daikoku Warehouse B

1988/11,000m2

Daikoku Warehouse C

1994/41,000m2

NagoyaKinjo Warehouse

1994/51,000m2

Osaka

Sakurajima No. 1
Distribution Center

1998/31,000m2

Rokko Warehouse D

1988/11,000m2

Rokko Warehouse E

1993/101,000m2

Yokohama

Kobe■ When flooding occurred in Thailand, we
implemented effective measures to help
customers continue operations.
In October 2011, flooding in central Thailand caused
tremendous damage to social infrastructure andcorporations’ production facilities. LAT KRABANG
industrial estate, where a customer of our Company
operates, was designated as a region with a high possibilityof flooding on October 12, 2012, and emergency measures
were implemented. Support staff were sent from Japan,
the customer’s products weremoved to higher floors to avoid
submergence damage, baggedsand and sheets were procured
and all employees worked
together to help prevent damage
from the flooding.
We also provided informationon harbor and transportation
status on a daily basis to help
customers and people in the
Piling up bagged sand to addresscommunity.
possible submergence

To determine accurate information on
damage caused by the flooding

Masato Watanabe
Director, Mitsubishi Logistics Thailand Co., Ltd.
The most troublesome aspect of therecent flooding was determining
accurate information. While verifying theflooding status and customers’ situation,
it was important to expand our information network to takequick and necessary measures. In business operations, we
provided information on harbors on a daily basis and negotiatedwith the Customs Office and the relevant Ministries to make an
exception for imports of emergency goods and food, for which
we were appreciated by customers.
(A Group company of Mitsubishi Logistics Corporation)

Community Involvement and Development
In contributing to the development of a local community, we must focus not only on the site where our business base is locatedbut also understand our relationship with the local community. It is necessary to recognize our common interests with the local
community.
For community involvement and development, we will help solve the community's issues, contribute to the community’s
cultural activities and health services and make donations, etc.
To help solve the community’s issues and contribute to
the community’s cultural activities

Contribution to the community’s health services■ We held a local community cultural
education event at Kobe Harborland.

■ We saved a life using AED.

DN. Bldg, Management Corporation, a joint investmentcompany formed by the Company and Nippon Life
Insurance Company, manages the Harborland Dia Nissei
Building in Kobe. The company has been actively
participating in A Town of Pop Music, Kobe Harborland,since 2010, contributing to the dissemination of arts in thelocal community.
Specifically, we host a musical concert series byprofessionals at the Canal Garden, a building, the centerof which is a vaulted ceiling 41 meters in height and 200
meters in length, on the first Sunday of each month,offering high-quality music to the local community. In
fiscal 2010, we held a talk show with an Elvis Presleytheme featuring Reiko Yukawa, a songwriter, as a guest.
Participants from the community are gradually increasing,
and we witnessed some people dancing. The musicalevents have been held regularly.

Musical event series

At Yokohama Bay Quarter, a commercial facility managed
by Yokohama Dia Building Management Corporation (aGroup company), security staff performed CPR(Cardiopulmonary Resuscitation) using AED to save aperson’s life.
In April 2012, a senior visitor at Yokohama Bay Quartersuddenly fell. The person had a heart attack, whichcaused a temporary cardiopulmonary arrest, an extremely
dangerous situation. Immediately, staff from thesurrounding stores worked together and security staff
rushed to the site. Judging the situation accurately, CPR
was performed using AED. Soon, the person started tobreathe and a life was saved. The contributing staff were
officially commended by the Kanagawa Fire Department.

Awarded a certificate of commendation from the Kanagawa Fire Department

Host a musical event series

I could save a life by
AED operation.

Ken Tanaka
DN. Bldg, Management Corporation
At the musical events at the Canal
Garden, which is part of A Town of Pop
Music, Kobe Harborland, music in many
genres including jazz, R&B and Latin isplayed to please many generations. High-quality music createsa comfortable space where the community can gather andenjoy—a fantastic community.
The Canal Garden, which is decorated with green plants
and seasonal flowers, is an enjoyable venue for customers.
(A Group company of Mitsubishi Logistics Corporation)

Kenichi Hosoi
Manager, General Affairs Division
Yokohama Dia Building Management Corporation
The Yokohama Bay Quarter is a commercial
facility visited by more than 10 million people
annually, and safety measures are considered a priority. To ensure safety,
the facility’s interior is equipped with five AEDs, for which not only the
security staff but also all the administrative office staff are trained in theiroperation to prepare for emergencies. The knowledge of AED has been
disseminated to the employees of each store in various ways such as
related lectures at facility and disaster countermeasure training. Suchefforts will result in a swift response to any emergency situation.

(A Group company of Mitsubishi Logistics Corporation)

Mitsubishi Logistics

Environmental and Social Report 2012 33

Contribution to community through donations, etc.

■ We offer relief and condolence money tothe victims of disasters both in Japan andoverseas.
To address the damage caused by disasters in Japan andoverseas, we sent relief and condolence money (for theGreat East Japan Earthquake, on May 2, 2011; damage
to Wakayama Prefecture from typhoon No. 12 on
September 22, 2011; and damage from flooding in
Thailand, on November 10, 2011).

■ We are cosponsoring Diamond Cup Golf
2012 as a community contribution.
Participating companies within the Mitsubishi Group
cosponsored a notable golf tournament, Diamond Cup
Golf, which helps nurture junior golfers and contributes tolocal communities through charitable activities.
Valuing the underlying concept and purposes of thistournament, the Company cosponsored this event as oneof the participating companies.

■ The Mitsubishi Logistic Group cosponsors
the JAPAN DAY@CENTRAL PARK, which
is held in Central Park in New York City.
Since we established our first overseas base, Mitsubishi
Warehouse California Corporation, in the United States in
1970, the Company has been expanding its network
worldwide including Europe, Asia and China. For theCompany to continue and expand business overseas,
mutual understanding as a corporate citizen with local
regions where we operate is essential, which is also, we
believe, a responsibility of the Group, which develops
businesses that closely connect with local society.
We cosponsored JAPAN DAY@CENTRAL PARK, heldin Central Park in New York City, supporting various
events to enhance mutual understanding with people whogather in New York not only from the United States but
also from around the world by introducing them toJapanese traditional culture.

■ We developed a plastic bottle cap collection
activity throughout the Group to improve thewelfare of children worldwide.
Since August 2010, we have been developing a plastic
bottle cap collection activity within the Company andthroughout the Group. In fiscal, we donatedapproximately 446,000 collected caps (equivalent to thecost of giving a polio vaccine to approximately 550
children) to the Ecocap Movement, a Cabinet-certified
NPO organization.

■ We conduct social contribution activities
as a member of the Mitsubishi Groupand participate in the Mitsubishi Social
Contribution Liaison Council.
As a social contribution activity within the MitsubishiGroup, we donate to academic and charitable enterprises.
Also, as a member of the Mitsubishi Social Contribution
Liaison Council, we report on our related activities andexchange information.

■ We participate in locally rooted volunteer
activities.
We participate in local communities’ cleaning activities as
a volunteer.

34 Mitsubishi Logistics

Environmental and Social Report 2012

JAPAN DAY@CENTRAL PARK (musical performance)

JAPAN DAY@CENTRAL PARK (preparation for amasquerade party)Company Profile (As of March 31, 2012)
Company name

Mitsubishi Logistics Corporation

Headquarters

28-38, Shinkawa 1-chome, Chuo-ku, Tokyo 104-0033, Japan

Establishment

April 15, 1887

Capital¥22,393 million

Revenue(fiscal 2011)

Consolidated: ¥203.6 billion

Number of employeesof the Mitsubishi
Logistics Group

4,386 (excluding 63 workers on leave to work outside the Group, 1,277 temporary staff and
1,031 employees on loan/dispatched from outside the Group)

The number of employeesof the Company

830 (excluding 162 employees on leave to work for other companies, 75 temporary staff and
585 employees on loan/dispatched from inside and outside the Group)

Branches

Tokyo, Yokohama, Nagoya, Osaka, Kobe, Fukuoka

Major Businesses

Logistics
Warehousing; trucking; port and harbor operations; handling of international freight deliveries; marine freighttransportation; customs clearance; development, sales, management and administration of logistics
information systems; etc.

Nonconsolidated: ¥145.9 billion

Real Estate
Buying, selling, leasing, intermediary business and management of real estate; contracting of construction
work, its design and supervision; operation of parking lots; etc.
Consolidated subsidiaries (48 companies)
Tohoku Ryoso Transportation Co., Ltd., Sairyo Service Co., Ltd., Dia Pharmaceutical Network Co., Ltd.,Tokyo Dia Service Co., Ltd., Dia Systems Corporation, Ryoso Transportation Co., Ltd., Unitrans Ltd.,
Keihin Naigai Forwarding Co., Ltd., Touryo Kigyo Co., Ltd., Fuji Logistics Co., Ltd.
Tokyo Juki Transport Co., Ltd., SII Logistics Inc., Fuji Logistics Operations Co., Ltd.,
Fuji Logistics Support Co., Ltd., Kinko Service Co., Ltd., Chubu Trade Warehousing Co., Ltd.,
Meiryo Kigyo Co., Ltd., Ryoyo Transportation Co., Ltd., Kyokuryo Warehouse Co., Ltd.,
Hanryo Kigyo Co., Ltd., Nagato Lines Co., Ltd., Shinryo Koun Co., Ltd., Naigai Forwarding Co., Ltd.,
Kyushu Ryoso Transportation Co., Ltd., Monryo Transport Corporation, Hakuryo Koun Co., Ltd.,
Seiho Kaiun Kaisha, Ltd., Saryo Service Co., Ltd., Mitsubishi Logistics America Corporation,
Mitsubishi Warehouse California Corporation, Mitsubishi Logistics Europe B.V.,
Fuji Logistics Europe B.V., Shanghai Linghua Logistics Co., Ltd., Fuji Logistics (China) Co., Ltd.,
Fuji Logistics (Dalian F.T.Z.) Co., Ltd., Fuji Logistics (Shanghai) Co., Ltd.,
Mitsubishi Logistics Hong Kong Ltd., Fuji Logistics (H.K.) Co., Ltd., Mitsubishi Logistics Thailand Co., Ltd.,
P.T. Mitsubishi Logistics Indonesia, Fuji Logistics Malaysia SDN.BHD., Dia Buil-Tech Co., Ltd.,
Yokohama Dia Building Management Corporation, Chubo Kaihatsu Co., Ltd.,
Nagoya Dia Buil-Tech Co., Ltd., Osaka Dia Buil-Tech Co., Ltd., Kobe Dia Service Co., Ltd.,
Kobe Dia Maintenance Co., Ltd.,

Companies in thescope ofconsolidation

Subsidiaries and Affiliates Accounted for by the Equity Method (3 companies)
Nippon Container Terminals Co., Ltd., Kusatsu Soko Co., Ltd., Jupiter Global Limited■ Financial Data
Business results (Consolidated) (Unit: ¥billion)
Revenue

Assets (Consolidated) (Unit: ¥billion)

Operating income

203.6

200

169.4

160.9

175.8
148.3

12

15

12.2

12.1 12.5

11.3

Total assets

Ordinary income

15

250

13.8

13.6
12.5

12

14.5
145

11.5

Net assets

400

250

358.6
320

316.3

341.7 350.4

353.2

9

240

150

100

6

6

160

100

50

3

3

80

50

0

2007 2008 2009 2010 2011 (Fiscal year)

1,869
186.9

10.2
9

150

205.9 205.8 211.5

211.2
200

0

2007 2008 2009 2010 2011 (Fiscal year)0

2007 2008 2009 2010 2011 (Fiscal year)0

2007 2008 2009 2010 2011 (Fiscal year)

Mitsubishi Logistics

02007 2008 2009 2010 2011 (Fiscal year)

Environmental and Social Report 2012 35

General Affairs Division, CSR Compliance Team
28-38, Shinkawa 1-chome, Chuo-ku, Tokyo 104-0033, JapanTokyo Dia Building No. 1, 4F
Phone: +81-3-6705-6511
Fax: +81-3-6705-6503

The Environment

Extended version

The following are some related data about the Environmental and Social Report 2012.

Environmental conservation activity data
City gas, LP (Liquefied Petroleum) gas,kerosene, heavy oil, diesel oil, gasoline■ Water use (water supply, sewage)■ Electricity use■ Fuel use(Thousand m3)
1,200(Million kwh)
200

(Thousand GJ)
200

1,014

948

900

150

600

300

0

2010

2011 (Fiscal year)(Thousand GJ)
200

161.8

153

■ Heat use (Heated water, cold water, vapor)

160.0

150

150

100

100

100

50

50

50

0

131

2010

2011 (Fiscal year)

0

2010

0

2011 (Fiscal year)■ CO2 emissions■ Waste emissions (tons)■ Waste emissions (m3)(Thousand t-CO2)
100(Thousand tons)
8(Thousand m3)
24

75

68.9

6

61.0

4.9

12

25

2

6

0

2011 (Fiscal year)

2010

2010

2011 (Fiscal year)

23.3

18

4

2010

60.2

4.5

50

0

66.8

2011 (Fiscal year)

0

10.1

2010

2011 (Fiscal year)

Standard
Volume related to electricity, fuel and heat uses and CO2 emissions from the warehousing and distribution business, the harbortransportation business and the real estate business are based on the reported values in the Company’s report based on the Law
Concerning the Rational Use of Energy.
The international transportation business is included in the warehouse and distribution business, given the small number of operational sites.
Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel and CO2 emissions were
calculated for one of the Company’s major trucking subsidiaries based on the standard in the Law Concerning the Rational Use of Energy.
Business sites for the harbor transportation business were restricted to three places where the Company is in charge of transportation
under the Law Concerning the Rational Use of Energy.
For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company
under the Law Concerning the Rational Use of Energy) were added.
The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the guidelines of the Law Concerning
the Rational Use of Energy.
For water use, the volume of water used by the Company is indicated. The waste emission volume shows the volume of waste emitted by
the Company and the Group companies.

Fiscal 2010

Fiscal 2011

Warehousing anddistribution
business2

Total floor area (Thousand m ) <Basic unit denominator>
CO2 emissions (Thousand t-CO2)
CO2 emissions basic unit (kg-CO2/m2)

1,297
28.8
22.2

1,313
27.7
21.1

Harbortransportation
business

Handling tons (Thousand tons) <Basic unit denominator>
CO2 emissions (Thousand t-CO2)
CO2 emissions basic unit (kg-CO2/thousand tons)

39
4.0
101.7

50
3.0
59.7

Overlandtransportation
business

Total transportation distance (Million km) <Basic unit denominator>
CO2 emissions (Thousand t-CO2)
CO2 emissions basic unit (kg-CO2/thousand km)

4.5
4.1
910.1

4.3
3.9
901.0

Real estatebusiness

Operational area (Total floor area – Area not under contract) (Thousand m2) (Basic unit denominator)
CO2 emissions (Thousand t-CO2)
CO2 emissions basic unit (kg-CO2/m2)

629
36.0
57.2

633
29.4
46.5

Calculation method for the basic unit
The basic unit is calculated by using a key value for each business as a denominator. The basic unit is total floor area for the warehousing
and distribution business; the handling ton volume for the harbor transportation business; total transportation distance for the overlandtransportation business; and the operational area for the real estate business.
Mitsubishi Logistics

Environmental and Social Report 2012